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"Borusan Cat is an international distributor of Caterpillar heavy machines. In 2021, it had been three years since Ozgur Gunaydin (CEO) and Esra Durgun (Director of Strategy, Digitization, and Innovation) started working on Muneccim, the company's predictive AI tool. While the prediction accuracy of the tool was on the rise, the sales team remained resistant to incorporating it into their sales approach. Gunaydin and Durgun knew that, to get the most out of Borusan Cat's AI technology and help its customers adopt Muneccim's predictions, a shift in employee mindset was essential. Growing impatient with the speed at which middle management was integrating Muneccim into their processes, they began weighing options for effecting cultural change. Should they continue to employ soft tactics to get buy-in from sales reps or had the time for that passed? Would it perhaps be better to add Muneccim-based sales into the metrics for calculating bonus payments? Durgun and Gunaydin knew that, without proper implementation, even the best technology would not create much value and time was of the essence if they aimed to stay ahead of the competition.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

It is January 2020. The chief advisor to the chief minister (CM) of Bihar is particularly unhappy after a long meeting with the cabinet members. Four years after the prohibition on the sale and consumption of alcohol in Bihar, it is time to review the full impact of the ban on the state's socioeconomic fabric in light of upcoming elections. As multiple growth and development avenues emerge, the state is embarking on a vibrant journey to realize dreams of a better future. To achieve its goal, the state is focusing on gender mainstreaming and development through various government initiatives. In response to a perceived increase in women's voice against alcohol consumption, the Bihar government introduced a prohibition on alcohol in 2016. However, the stringent policy with a hefty fine and non- negotiable jail term had its downsides. It hindered the much-needed economic growth because of massive losses in sectors such as tourism, food and beverage (F&B), and hospitality. It also hit the state's economic development plans because of massive shortfalls to the state exchequer. The CM stood by his decision undeterred. Yet, in a state plagued with a lack of economic development, many serious gender gaps impacting human development, and a historical lack of capacity for law enforcement, should this be the approach of choice? The chief advisor is grappling with the nagging issues of law and order, budget shortfalls, and the ability to continue the current policy while weighing the social cost of this ban on the public.

Razorpay, a payments solution providing company in India, has recently achieved Unicorn status. They had entered the payments industry with the goal of democratising digital payments. However, they diversified their services and started offering capital support and neo-banking services to their customers. Demonetization had accelerated digital payments adoption in India and COVID-19 gave a fresh boost to the digital payments. With this, Razorpay's revenue had grown 3X in Financial Year (FY) 21 and were expected to increase by 2X in FY 22. They were evaluating their approach as they were planning to expand into other markets. The case revolves around the salesforce management and product development processes followed by Razorpay. The crux of the case is how a payments company diversifies its business and changes its organisational structure and processes as it evolves, and how they can keep growing going forward.

The Morales couple, Carlos and María, and Andrés Córdoba, shareholders of the twenty-year old Colombian mining company Carbostar, wanted to step down from the day-to-day management of the company in March 2018. To do so, they considered three options: selling the entire Company to Carbones de Panamá; partnering with Carbones Julius, which was willing to buy 45% of the shares as long as the founders participated in an aggressive expansion plan by increasing debt; or selling 60% of the shares to Maklan, a coal producer and supplier of heavy machinery in the industry, which could accept a generous dividend policy given its financial muscle. As the majority shareholder (with 75% of the shares), Carlos Morales was not convinced about allowing third parties to manage the company he had founded. He secretly longed for one of his children to take over the company in the future. His wife María (Andrés' sister) held 12.5% of the shares. Her interests lay in receiving an income from the business and she had no preconceived ideas on whether it was convenient to open up to third parties. Andrés Córdoba held the remai ning 12.5% of the shares. He was interested in creating a family office with the resources from the total or partial sale of Carbostar. As the financial expert of the group, he was responsible for advising his partners on their course of action. Andrés' challenge, which will be the task for students, is to find the option that best balances the disparate interests of his partners.

Spreadsheet supplement for "Carbostar: To sell or not to sell? That is the question".

Throughout 2021, excitement about the metaverse as the next generation of the internet experience had been building steadily. The buzz reached a fever pitch in October 2021, when the CEO of Facebook, Mark Zuckerberg, announced that the company was changing its name to Meta and that it would spend $10 billion to build "the metaverse." Nike had been exploring opportunities in this new virtual environment with several experimental probes, including its purchase of a virtual sneaker company called RTFKT, partnerships with game platforms Roblox and Fortnite, the creation of blockchain-based digital sneakers called CryptoKicks, and moves to protect its brands and logos by filing for trademarks for its virtual sneakers and logos. In its early metaverse initiatives, Nike had employed a "probe and learn" strategy to evaluate the metaverse as a new channel for customer engagement and to create new digital revenue streams. However, it was now time for Nike to define a cohesive metaverse strategy that would help drive its business goals. To do this, Nike's digital team needed to understand how each of the metaverse initiatives would help Nike to grow revenue, build brands, and promote its thought-leadership position as an innovator. The team then needed to prioritize these initiatives by assessing their risks, rewards, and reversibility. Finally, it needed to define a roadmap to scale and enhance each initiative. In charting its course in the metaverse, Nike also needed to consider whether the timing was right to place big bets on metaverse platforms and assets, given the high level of uncertainty about the evolution of this emerging space.

Mary Gadams, founder and CEO of RacingThePlanet, has managed to stage sporting events in some of the world's most inhospitable locations for the last 20 years. New challenges, including the COVID-19 pandemic, have arisen. How can this small company navigate the global racing market, international regulations, COVID responses, and more?

Google Cloud Platform offers BigQuery ML, a popular cloud computing resource for developing data models. This note provides information about creating, evaluating, and deploying data models with BigQuery ML.

On July 1, 2020, the co-head of the logistics and planning department at Marico Ltd., based in India, was reviewing reports on various issues related to stock inventory and warehousing. After studying the reports, he found that both lost opportunity and warehousing costs for the company were high. Compounding the problem was the ongoing COVID-19 pandemic, which had added pressure to the company's impending cost pressures. Initially, Marico Ltd. had thirty-three warehouses. However, after the Government of India introduced the Goods and Service Tax in 2017, various state taxes across the country were eliminated. The new law revolutionized the logistics industry and allowed Marico Ltd. to reduce the number of its warehouses to twenty-five. Could the company further reduce the number of warehouses without adversely impacting service levels?

A year of political turmoil, capped by the violent insurrection at the United States Capitol on January 6, 2021, presented new challenges to many corporations, including AT&T. The telecommunications giant's efforts to influence legislation and government administrators on topics from net neutrality to potential mergers had always been political, but expansion of the company's political activism to encompass subjects outside of telecommunications in recent years had brought additional scrutiny from customers, legislators, and, increasingly, employees. Corporate statements in support of social justice based on race, gender, and sexuality had raised questions about the company's political donations to candidates expressing policy preferences running counter to these values. The violent protests at the Capitol, which threatened the peaceful transition of power between presidential administrations, brought AT&T's political activity under fire once again. AT&T had strong lobbying relationships with many members of Congress that had objected to the election results and had even made political action committee (PAC) contributions to 98 of their campaigns. As the vote tallies and political donations came to light the next day, the company needed a plan to navigate the tense situation. Fictional protagonist Iyanna MacGregor, the top aide for AT&T's executive vice president for external and legislative affairs, was responsible for drafting AT&T's public statement and strategic political positions for the new Congress, set to take office in conjunction with the new presidential administration a few weeks after the insurrection events on January 6. It was essential for MacGregor's strategy to address whether and to what extent AT&T would continue to interact with various governmental actors, particularly the members of Congress who had attempted to undermine the democratic process.

This case explores the reasons why Wirecard AG (Wirecard, FRA: WDI) could have concealed its fraudulent accounting practices for more than a decade. As a German payment processor and financial services provider founded in 1999, Wirecard became listed on the Frankfurt Stock Exchange in 2017 and one year after that, became a constituent stock of the DAX index. From 2017 when Wirecard was listed, the stock price rose from around EUR50 to almost EUR200 during its peak in 2018 with a market capitalization of more than EUR24bn. Despite its size and reputation, Wirecard was first alleged by whistleblowers about its fraudulent practices in early 2018. In-house legal team and news media started to uncover more and more truths later on. It was revealed that Wirecard had not properly obtained licenses for most of its overseas operations. For instance, the business addresses were faked, so as the cash at banks, revenues as well as profits. Not until KPMG issued a special audit report in April 2020 did the regulatory authorities take investigative actions. During June 2020, Wirecard's stock price fell to below EUR2, and below EUR1 two months later. The case seeks to highlight the accountability of different parties to the corporate governance failure, namely the management, board of directors/supervisors and audit committee, external auditors, and regulators. Through the case, students will grapple with the practical questions of how to understand and evaluate the effectiveness of corporate governance of a large-scale organization in multi-national setting.

Supplement to case 222012.