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Spreadsheet supplement to case 522046.

In 2020, AmerisourceBergen Corporation, a Fortune 50 company in the drug distribution industry, agreed to settle thousands of lawsuits filed nationwide against the company for its opioid distribution practices that critics alleged had contributed to the nationwide opioid crisis. The $6.6 billion global settlement, had caused a net loss larger than the cumulative net income earned under the current CEO since he took the helm in 2011. The legal troubles had been accompanied by initiatives by shareholder activists who had become increasingly successful in driving corporate governance changes in companies in the opioid supply chain, including AmerisourceBergen. Determined to hold the leadership accountable, these shareholders launched a campaign in early 2021 to reject the pay packages of the Company's executives. They were protesting the increase in pay in 2020 to $13.3 million, up from $11.3 million in 2019. The result of the Vote NO campaign was almost split down the middle, with 48% voting with the activists and 52% with the company. The case describes the drug distribution industry, internal controls at Amerisource, shareholder demands on corporate governance, and the events related to the opioid crisis and Amerisource's role in it. The case can be used for a wide range of teaching purposes to discuss issues relating to governance, compliance, executive compensation, and shareholder activism in the context of the one of the biggest social challenges of the past two decades-the opioid crisis.

The ability to communicate an action plan through writing is essential for advancing ideas, earning credibility, and garnering support. Research has shown that leaders who write formal plans are more likely to execute successfully-written plans help members of an organization focus on common goals and the allocation and coordination of resources. Organizations have increasingly required employees to write memos as supplements (or replacements) to presentations (e.g., Amazon's Jeff Bezos and Tesla's Elon Musk banned the use of slides in internal meetings and, instead, mandated "memo-only" policies). Unlike presentations, where information is often listed as bullet points, action-planning memos include more detail and context. They also serve as intellectual assets that can help team members learn from success and failure. This Note explains how to write an effective action-planning memo. It consists of four parts: (1) when to write a memo versus other forms of communication; (2) key components of an action-planning memo; (3) tips for writing a memo; and (4) avoiding common traps. The Note is designed for use by both students and executives. Instructors can assign the Note to help their students develop writing skills needed for classroom assignments. Executives will find it useful for honing their written communication skills.

The final case in the series of Janet Ames looks at the challenges of managing a nonprofit and what to do in the instance of suspected fraud.

To get more from your innovation efforts, you must first know what type of change you want to achieve, whether it be strengthening the trajectory of your existing path or fundamentally reinventing your business. The authors identify the forms of innovation well suited for each of the three primary types of strategic innovation and suggest specific strategies to help businesses achieve their goals.

Set in July 2021, this case talks about the launch and discontinuation of the very large aircraft, A380, by leading aircraft manufacturer Airbus. The development of the A380 had been motivated by two key factors - the projected market trend of increased hub-and-spoke travel and the success of Boeing 747 - a very large aircraft by Boeing. Although the A380 was the biggest passenger aircraft ever built, with avant-garde technology and reconfigurable design, it failed to succeed due to changing industry trends. Hub airports were witnessing increasing traffic congestion, and more and more airlines were switching to point-to-point travel to avoid hubs altogether. Demand for very large aircrafts like the A380 fell by almost 92% from 2010 to 2020, and Airbus had to make the harsh decision of shutting down the aircraft's production in 2021. The case describes the high stake decision behind the development of the A380 and how it fared after its launch. It also elaborates the duopoly between Boeing and Airbus, which accounted for 91% of the commercial aircraft market share. The case ends with forward-looking questions on what strategies Airbus can implement after the demise of the A380 to compete with long-standing rival Boeing and new entrants like Chinese aircraft manufacturers in a cut-throat market that was witnessing the commencement of environmentally friendly aircraft projects by the two leading players as the new battlefield.

The Strategic Preparation Workbook guides students in preparing for a work or life negotiation so that they are more likely to succeed in negotiations. The Workbook outlines a four-part process in preparing for a negotiation and finishes with action planning. The instructor can either teach the Workbook using a case example or by having students fill out the Workbook with their own negotiation examples. Brief videos (- 3 minutes) linked throughout the Workbook provide detailed descriptions of each step in the process and examples of real-life negotiations. Case Number 2230.0

In January 2021, Kwek Hong Sin, a Singaporean, attended a crowdfunding roadshow. She had been captivated by Thailand's retail environment and founded the crowdfunding platform Sinwattana in 2012 to help Thai businesses, particularly SMEs, raise capital. SMEs constituted over 99% of all enterprises in Thailand, and many were unable to borrow from banks because of strict lending requirements. These businesses suffered from the lack of government support, limited marketing skills and inadequate skilled labour. However, Kwek felt that Thai businesses were worth investing in. Crowdfunding would allow them to issue debt or equity directly to individual investors, including those overseas. Sinwattana provides consultation services to help companies succeed, and also offers business insights to prospective investors. The Sinwattana platform allows these stakeholders to connect; it provides companies with much needed capital and investors with attractive returns they might not have access to elsewhere.

In 2016, Peter Keith and his cofounders started Meuwly's Ltd. (Meuwly's) as a subscription food-box service, and in 2018, they established a physical presence in one of the liveliest locations in downtown Edmonton, Alberta. The expansion diversified the company's revenue streams, including retail, wholesale, special events, and subscription sales. The company strove to be sustainable, but faced a number of challenges. First, customers valued the sustainable, "eat-local" ethos of Meuwly's locally sourced products but not its single-use product packaging, which failed to reflect the company's sustainability goals; Meuwly's experimented with alternatives, but these compromised the product quality customers expected. Second, the company's commitment to paying employees above minimum wage affected its profit margins and financial resources and constrained its availability to pursue sustainability initiatives. Third, misleading industry marketing pervaded the delicatessen market, compromising growth and pricing strategies. Finally, the local delicatessen market was saturated and very competitive. In November 2019, Keith faced important questions regarding the future direction of the company's sustainability strategy: how could he design an appropriate stage-two sustainability strategy for Meuwly's while retaining the company's loyal customer base?

The case opens in August 2021, as Habib and Shahysta Hassim, husband and wife co-founders of the data labeling company SmartOne, contemplate the strategy of the high growth company. Between 2016 and 2021, SmartOne had kept doubling its size every two years and now, with its workforce of 1,000, it was annotating data for global tech clients. The case provides a background on SmartOne's journey from call center operations to data labeling and elaborates on the company's operating and business model, providing details on processes such as: recruiting, training, managing the workforce, project management, and quality control. The case also provides a background on data labeling, data pipeline and the AI factory (a term explained in the case which represents the AI industry value chain) for larger context and gives an overview of the competitive environment. In August 2021, the co-founders needed a strategy to shape the company's future. Where in the AI factory could SmartOne position itself to remain relevant and take a piece of the evolving pie? Should the company grow upstream, to become a full data pipeline provider, or downstream into developing algorithms?

When Desirée ("Des") Stolar's wool sweater shrank two sizes, the Harvard Business School student worked with classmates to develop a solution that both fixed her problem and launched Unshrinkit, a successful consumer goods company with a widely-available product for reversing wool shrinkage. Stolar's path to success would eventually include an appearance on the hit television show Shark Tank and an investment offer from billionaire Mark Cuban. But along the way she encountered several challenging negotiations-over equity allocations, supplier and manufacturer terms, with skeptical potential investors, business and legal deal teams, etc.-that threatened to derail her efforts. Unshrinkit (A) tells the story of Unshrinkit while stopping at six crucial "negotiation challenges" that call for students to articulate how they would approach each challenge. Unshrinkit (B) reveals the strategies, tactics, and mindsets by which Stolar approached these challenges. This provides instructors and students with opportunities to compare their proposed advice with what Stolar actually did-as well as to draw broader lessons from her saga.

When Desirée ("Des") Stolar's wool sweater shrank two sizes, the Harvard Business School student worked with classmates to develop a solution that both fixed her problem and launched Unshrinkit, a successful consumer goods company with a widely-available product for reversing wool shrinkage. Stolar's path to success would eventually include an appearance on the hit television show Shark Tank and an investment offer from billionaire Mark Cuban. But along the way she encountered several challenging negotiations-over equity allocations, supplier and manufacturer terms, with skeptical potential investors, business and legal deal teams, etc.-that threatened to derail her efforts. Unshrinkit (A) tells the story of Unshrinkit while stopping at six crucial "negotiation challenges" that call for students to articulate how they would approach each challenge. Unshrinkit (B) reveals the strategies, tactics, and mindsets by which Stolar approached these challenges. This provides instructors and students with opportunities to compare their proposed advice with what Stolar actually did-as well as to draw broader lessons from her saga.

Kaitlyn Otashi opened her banking app and was shocked to see her balance went down compared to last month. She started a new full-time job six months ago, and was earning a decent salary. Although her expenses had gone up as a result of moving to a new apartment, she could not understand how her available cash was going in the wrong direction. This case weaves Kaitlyn through an analysis of her income and spending, including a detailed analysis of salary and benefits, personal taxes, and spending patterns. The case extends this analysis by considering three scenarios that involve Kaitlyn adjusting contributions to her health care savings plan, retirement plan, and changes in spending patterns to determine impact on income, after-tax cash flow, and net overall savings. This case is ideal for classes on personal finance, basic finance, and cash flow analysis, as well as workshops on budgeting and planning.

Spreadsheet supplement for case BAB500.

In March 2020, a physician in southwestern Ontario, Canada began working on the development of an innovative digital application called the Pandemic Population Health Navigator, designed to help mitigate the pressure on Ontario's health care system due to the rapid increase and spread of COVID-19 infections. The founder worked quickly to engage local health system partners, trusted advisors, the provincial government, and a digital health vendor to support the development of his innovation, which was intended to act as a COVID-19 triage tool. The project garnered widespread support and benefited from unprecedented quick approval times by the provincial government, which was undergoing a provincial transformation to a new health care system. Six months later, however, unexpected issues and risks began to surface. A key stakeholder was threatening to terminate the project's agreement due to increasingly complex customization demands from users of the Pandemic Population Health Navigator. The physician realized that he quickly needed to find a way to alleviate these complexities and associated risks, while maintaining the trust of his health care collaborators.

This case study describes the situation three days after the ill-fated launch of the European Super League (ESL). It can be used in a number of ways. This includes exploring the differences between US sports business models and those of European football; the strategy of the ESL and the possible misjudgements that it made, the dynamics of competition at the top level of European football, the governance of football, and the growing role of media in sport