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Garmin 2019 is the second in a two-part case. Case A reviews the history of Garmin from 1991 to 2008, when the personal navigation device (PND) industry is disrupted by the entry of smartphones with mapping applications. Garmin 2019 covers the decade until 2019, describing how Garmin and other major players responded to shifting consumer preferences, new developments in digital mapping and satellite networks, and the race to develop self-driving cars. In the face of a massive decline in the PND market in this period, Garmin staged a remarkable recovery, shifting focus to spread over diverse products segments, each with its own threats and opportunities. The core of the case is management's reassessment of corporate strategy across the portfolio of businesses.

INSEAD alumnus Martin Murray is the inventor of waterdropâ„¢, a cube made up of natural aromas, superfood extracts and vitamins that encourages people to drink more water by adding flavour. Although he initially builds a business on a lean budget, he knows that creating a unique brand is key for the success of his innovation. Not only is waterdrop in a category of its own - 'a microdrink' - but, unlike most drinks, the cubes can be sold online. With a product positioning 'drink more water', he tests the brand on his native Austrian market. The case follows Martin from the initial idea (prompted by the limited drinks range on-board a flight to Singapore) to recruiting a small team to launch what he believes will be a game-changer in the non-alcoholic beverage industry.

The case presents an investment opportunity in a Chinese technology company by using a variable interest entity (VIE). Since foreign ownership is restricted in certain sectors of the Chinese economy, like technology, a VIE can be used to structure around such regulations. VIEs are complex arrangements that rely on an intricate network of contractual relationships that have been designed to mitigate, but cannot eliminate the risk of investing without becoming a shareholder of the investment target. As almost all Chinese technology companies that are listed on exchanges outside of China use a VIE structure, it is important to understand the possible risks associated with investing via a VIE. Examples such as Alibaba are used to illustrate the risks related to using a VIE to access Chinese investment opportunities.

On April 2, 2017, the chairman of Kamat Hotels (India) Limited (KHIL) and his son, the company's chief executive officer, were having breakfast and recalling tough times endured in 2014 after a failed corporate debt restructuring. It had been one of the most important decisions ever made by the public sector undertaking bank-leaving their previous joint lenders and deciding to assign the loan to an asset reconstruction company. The incident had proven to be a turning point for the company. The failure of the corporate debt restructuring mechanism had become an unexpected advantage, and the company never looked back. The two leaders were now focused on their commitment to grow the company in a sustained manner, staying true to the local environmental challenges. With the goal of aggressive growth in several Indian states, the chief executive officer was looking for more hotels to own, manage, or lease in the mid to high segments of the market as an expansion plan. His vision was to someday retire as the owner of one of India's largest hotel assets and to take his family name forward to the next benchmark of Indian hospitality. Was this the best path forward for KHIL?

Trov is a disruptive startup in the insurance space ("insurtech"). It allows consumers to simply turn on and turn off insurance for each of their possessions on a mobile app with the swipe of a finger. Consumer love the simple, on-demand, single-item coverage product. However, the cost to acquire customers (CAC) for Trov is significantly higher than the total expected contribution margins (CLV) for the single item coverage insurance product that the company is known for. In light of this, what should the CEO of Trov to with the product? How can Trov monetize on-demand insurance?

ClearLife's first product was a trading and analytics platform for participants in the US life settlement market, the secondary market for life insurance. ClearLife played a key role in facilitating transactions and devising a common language for expressing value and risk in this alternative asset class, and soon became the leading service provider in this market. After six years, ClearLife began to search for new business opportunities and identified the equity release market as particularly promising: ClearLife could leverage its experience in handling longevity-linked assets, and there were no strong competitors in sight. Nevertheless, this small enterprise faced the risk and challenges associated with allocating its limited resources to expanding the business. Students studying this case explore the factors underpinning the attempt of an InsurTech company trying to diversify.

Matthew Andrews and Elizabeth (Liz) Graham had recently graduated college and planned to get married soon. They had both accepted jobs in Washington, DC, and would be moving to Gainesville, Virginia. Matthew would be working as a software engineer with both medical and life insurance, and Liz was taking a job as an advertising agent with no benefits. Until they started their jobs, neither Matthew nor Liz had health insurance. This was a source of real concern, especially since they recently had found out Liz was pregnant. They decided to sit down, go over the benefits offered by Matthew's employer, and make some decisions about which health insurance plan might be best for them, as well as consider life insurance and disability insurance options.

In July 2016, in Philadelphia, a group of aspiring entrepreneurs had developed a proof-of-concept prototype for the Drinks-Up! mobile drinks-ordering app, a digital innovation designed to provide a better bar experience. The team had received an investment proposal that included a plan for app development and a partnership opportunity from the potential investor's company, and they were facing an investment decision: Was an agreement that would see the investor develop the app the right option to develop Drinks-Up!? If not, how much time and sweat equity was this really going to take? Was Drinks-Up! truly a disruptive innovation that was worth the risk?

Ofo (stylized "ofo"), a Beijing-based bicycle-sharing company, had grown bicycle sharing from nothing into a dockless mobile application (app) service industry with over 120 million monthly active users sharing 30 million bicycles in cities across China and around the world. Founded by five bicycle enthusiasts in 2014, its dockless system used a smartphone application to unlock and locate nearby bicycles, charging an hourly rate for use. Although only two years old in 2017-and yet to turn a profit-the company was valued at over USD 1 billion in a recent E round of private-equity financing. ofo's new funds would be used to buy bicycles for international expansion and hire more talent, but in a rapidly changing, highly competitive environment, the company needed to assess its current and future position.

Sandu Pharmaceuticals Ltd. (Sandu Pharmaceuticals) was a publicly listed company operating in the pharmaceuticals and health care sector. It manufactured Ayurvedic medicines. Incorporated in 1985, the company traced its history back over more than a century. The third generation was at the helm of the firm in September 2016. The company's director, was thinking about how previous successive generations in the family had handled the challenge of absorbing family members into the business, and in particular about whether he was doing enough to prepare the next generation to take over a business that was bound to grow more rapidly in the future, given the growing concern worldwide about the cost of allopathic health care and demand for less invasive and more holistic treatments.

Lieven Demeester was the Associate Dean of the Singapore Management University (SMU) Master of Business Administration (MBA) programme. The University was launched in 2000 as a school with a distinctive approach to undergraduate education relative to two well entrenched local competing business schools - both in terms of a broad-based curriculum and an interactive pedagogy that aimed at developing students with strong communication and collaborative skills. In 2008, SMU launched an MBA programme with a small cohort of 45 students (including both part-time and full-time) students. Since then, the programme had undergone a few changes to its curriculum and had expanded in size to around a hundred full-time and part-time students. SMU capitalised on its location in the heart of Singapore to attract foreign candidates who were keen to work in the country. However, regulatory changes had made it more difficult for foreign students to find jobs in the country after graduation. The MBA programme was especially important because growth of the undergraduate programme was constrained by the Ministry of Education, which subsidised tertiary education. Also, it is usually the flagship programme of a business school. The recruitment team regularly travelled to hold roadshows and information sessions within Asia while the marketing team used social and traditional media to raise awareness for the programme. The career services team was expanded to help students in their job searches. Deemester was considering getting the programme ranked internationally. How could he differentiate the SMU MBA programme from competing programmes, taking into account the needs of its target market?

On May 9th, 2018, in an extraordinary upset, Mahathir Mohamad again became Malaysia's Prime Minister. Najib Razak, who had headed the government since 2009, had been swept up in the 1MDB scandal - perhaps the biggest state-corruption incident in history. Although Malaysia's growth had remained solid since the financial crisis, the scandal undermined the budget, the country's debt position, and foreigners' willingness to invest. What was it in the history, culture and institutional structure of the country that had allowed 1MDB to happen. And could the 93 year-old Mahathir get the country back on track?

Eric Hawkins, director of engineering at AppFolio-a digital technology firm that offered cloud-based business software to small and medium sized companies-was shocked by an unusual request from his senior leadership team. Could Hawkins and one of his agile teams build a check scanner feature inside their management software? AppFolio's founders had instructed to never build a check scanner; providing technologies to help businesses move into the digital era was a primary company goal. A scanner for paper checks would contradict the hard-won culture of software innovation and project self-selection that AppFolio and Hawkins' teams lived by. Hawkins also worried that creating a new team to work on the check scanning project would cause workload and morale issues. But the sales team believed that this technology could close deals with larger, more complex property management companies, some with managers who wanted the check scanner feature. Several large-scale deals were on the line. Hawkins quickly assembled an agile market validation team and considered two options: hold fast to the company's values and refuse to build the check scanner feature or capitulate and build a basic check scanner with minimum functionality. Engineers would likely consider this a "loser" project, yet sales might get a boost that could open a new revenue stream. Hawkins had to make his decision quickly.

This (B) case supplements the (A) case, 419-066, and provides information about what happened after the (A) case ends.

In 2019, the retail and consumer product industries were undergoing a generational transformation. The consumer sector had gone through two other generational shifts in the past 50 years. During each shift, many legacy businesses lost share or outright failed. The businesses that survived and thrived had to grow new business models and competencies, while managing their pre-existing operations. The note explains the major transformations occurring to the global consumer sector in 2019 and how leaders reacted.

IDinsight, an evaluation company founded by graduates of the Harvard Kennedy School, designs and conducts evaluations that best suit the needs of clients across the developing world, offering timely and rigorous evidence to help decision making. In 2014, USAID approached IDinsight to conduct an evaluation of an affordable solar lantern developed by another social organization, d.light. IDinsight would have to assess whether d.light's innovation was worth subsidizing and scaling in other parts of Africa and the world. This case describes the decisions and challenges IDinsight faced when conducting the evaluation and presents the results of the evaluation for students to consider. This case includes a 10:45 min. video where Neil Buddy Shah, CEO and Co-Founder of IDinsight, describes the company's approach to evaluating anti-poverty programs in developing countries. Shah also explains what evaluation design was ultimately chosen, why, and what the results of the evaluation were. Segments from the video can be used as a way to reveal this information as part of the class discussion.