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California Closets had used robust net promoter score (NPS) data, surveyed across its locations, to create a more consistent and satisfying customer experience. CEO Bill Barton wanted to further optimize the customer experience around best practices. He also wanted to attract newer customers, members of the millennial generation. How could Barton and California Closets leverage NPS to achieve these goals?

This case examines the opportunities and challenges faced by an entrepreneur behind a beauty startup, YOURFIT, as she attempts to break into the crowded Korean beauty (or "K-beauty") market. Leveraging on technology, YOURFIT uses a mobile application which allows customers to customise facial masks for their unique face size, skin type, and skincare goals. This case traces the entrepreneur's journey as she gets her startup off the ground in the cut-throat K-beauty market.

This case describes the challenge faced by Pizza Hut Hong Kong. Pizza Hut dominated the territory's pizza delivery business. It eliminated competitors by engaging digitally savvy consumers with innovative, integrated marketing and technology solutions. As independent food delivery firms like Food Panda and Deliveroo started to enter Hong Kong, Pizza Hut Hong Kong had to consider how to leverage its core competencies to tackle these disruptors and protect its market.

Cathay Pacific's announcement that it would eliminate 600 staff jobs from its head office made headlines in the territory and internationally. The mass layoffs followed the loss of HKD3bn the previous year. This case study discusses the possible causes of Cathay Pacific's plight. Cathay had been among the best airlines in the world and a source of pride to many Hong Kongers. From the service management perspective, this case study describes the situation Cathay Pacific was facing in terms of service marketing, service human resource management, and service operations.

In 2016, the hair-loss solutions company Hair Club conducted a review of its business practices and identified issues with its sales operations. Although Hair Club had some very satisfied customers, it struggled to convert potential customers into regular, paying clients resulting in a loss of revenue. To address the issues identified in the review, Hair Club hired Marcus Wright, a sales professional in the healthcare and beauty industries, as its vice president of sales operations. He was tasked with analyzing Hair Club's sales process to determine how the company can turn more potential customers into paying clients who will also refer their friends and family. Wright and Hair Club considered how to improve the quality and number of potential clients who set up a meeting with a consultant and how to modify the consultation process and follow-up to increase Hair Club's sales.

Kamil Yazici and Izzet Ozilhan founded and built Anadolu Group Holding; a family business that grew into a multi-billion-dollar regional powerhouse. For 57 years they were equal partners in running the company. They then handed over a leadership role to a next generation family member; Izzet's son Tuncay; who became the CEO and later also chairman. Under Tuncay's leadership; the company was primarily run by professional managers; supplemented by a limited number of second- and third-generation family members in senior executive positions. However; in 2017; when the number of next-generation family members reached 85; Kamil and Tuncay began work on a governance structure they hoped would sustain the company when they left. Under their plan; family members would no longer be allowed to hold general management positions. As a result; Tuncay retired as CEO and other family members with senior executive roles resigned. A holding company was created to bring all the company's subsidiaries under a common structure. And a process was created to allow some members of the two surviving families to hold board seats. Although the stock market reacted positively to the increased transparency brought about by the changes; it remains to be seen whether the new formula will achieve its goal of successfully transitioning the company from a family-managed business to professionally-run company.

Komatsu's Komtrax system started as a way of remotely monitoring and tracking equipment for the purpose of improving operational efficiency. This case follows its evolution towards other uses including demand forecasting for its sales, marketing, and production operations.

Michael Finney, CEO of US-domiciled Deltrix Lumberjack, pitched his company's logging equipment to an Indonesian logging firm. Indonesian regulation required all quotations to be denominated in Indonesian Rupiah (IDR). Amidst intense competition, Michael improved his quotation from IDR equivalent to US$4.85 million, to that equivalent to US$4.70 million. This would result in a razor-thin margin for the company as a mere 10% depreciation of the IDR could wipe out Deltrix's US$ profits for this transaction. Michael tasked his treasurer, Dan Martin, to study the recent trend of the US$-IDR exchange rate and to recommend whether Deltrix should hedge the IDR receivables, due six months later, if Deltrix's tender was successful. And if Dan's recommendation was to hedge, whether hedging using the onshore or offshore IDR forward market would be more effective. Offshore hedging would be executed via the IDR Non-Deliverable Forward (NDF) market. A NDF, unlike the traditional forward transaction, would not involve exchange of principals in the two currencies. NDFs were settled via the payment of a Settlement Amount (similar to profit of forwards), which together with the spot transaction to be effected at maturity, would result in a (non-perfect) hedge of the amount of US$ to be converted.

How can policymakers and business leaders address AI and automation's potential for widespread labor market displacement? This case examines potential policy responses, looking closely at the United States' existing social safety net and the impacts of implementing Universal Basic Income or a federal job guarantee.

In Spring of 2018, Chris Ailman, CIO of the $200 billion pension plan for California public school teachers (CalSTRS) was mandated by his board to "prioritize engagement with makers and retailers of firearms in California" following a series of gun-related tragedies in schools. While CalSTRS had a long history of engagement and even divestment, as a fiduciary for the retirement assets of current and future teachers, calls for values-motivated screening or divestment always posed an inherently complex challenge. Having spearheaded the development of Principles for a Responsible Civilian Firearm Industry released on November 14, 2018, Chris Ailman and his team had to decide what to do next.

The chief executive officer (CEO) of Freshii Inc., a leading Canadian-based, international franchised restaurant chain, had developed a distinctive corporate culture at the restaurant's head office. In July 2017, Freshii was expanding its healthy food, fast casual restaurants at the rate of about one store per week, and the CEO wanted to ensure a common culture in the chain's ecosystem. The task fell to the chief people officer to develop a plan that would take into consideration three developments that were relevant: the chain was on the verge of exponential growth; it was transforming from a restaurant brand to a health and wellness brand; and it was entering new lines of business by partnering with retail chains and airline companies. Given the diverse cultures at the store level, how could Freshii ensure a consistent corporate culture across the Freshii ecosystem? And how could Freshii convert its corporate culture to become both a sustainable and scalable competitive advantage?

In November 2016, the two co-founders of the Delhi-based Greenco Enterprises India Pvt. Ltd. were getting ready to launch a range of frozen snacks in the competitive Indian market. Their strategy was to penetrate the already established non-vegetarian frozen snacks market with fast-moving popular products and grow the vegetarian frozen snacks market with differentiated offerings. As the January 2017 launch date approached, they had to get their pricing and distribution strategy in place. For a new brand with a limited budget, securing shelf space was a challenge. The two founders wondered whether the company should focus all of its efforts on building a retail brand in the business-to-consumer segment, or whether it should consider institutional sales in the business-to-business space. How could the initial investment and running costs be balanced with the need to stay competitive in the market?

The purpose of this case is to look at FarmFriend's product market fit. The case examines how the FarmFriend founding team evaluated various business models through extensive market research and ultimately decided to launch a marketplace that matched farmers to pilots that offered drone spraying services. Students will also be introduced to various go to market strategies that were used to address this target market. Students will also gain an understanding of the challenges a company faces to ensure product market fit.

Globalization increasingly brings businesses and legal providers together. With the help of lawyers, savvy businesspeople can complete complicated international transactions or create multinational networks of related corporations. This isolates risk, facilitates local business transactions, and carefully tailors localized ownership structures. However, these globalization activities can also facilitate activities such as international jurisdiction shopping, tax evasion, money laundering, and even terrorist financing. The resultant challenges undermine the ability of all parties to both compete and pursue ethical behavior across national markets. This article develops a framework for analyzing international business and legal ethics. Specifically, we focus on four key topics: (1) how globalization impacts both business and legal ethics; (2) the special role played by national interests in shaping the applicable ethics and legal standards; (3) a framework to explain how the configuration of international business networks and related legal services can have dramatic ethical implications; and (4) applicable issues identified in the Panama Papers and the Paradise Papers.

Corporate social responsibility (CSR) is a laudable goal for multinational enterprises (MNEs) because of the significant positive impact they can bring to the society and environment around the world. However, there are significant challenges to the practice of CSR in MNEs. This article discusses two major barriers to CSR that are especially significant for MNEs: leaders'attitudes and cultural variance. We then apply insights from Rest's ethical decision-making and cross-cultural research to offer guidance to leaders of MNEs to implement CSR in their organizations. We present a multistep process by which leaders first reflect on and clarify what goals they want to accomplish in the realm of CSR and then how to build consensus for those goals and modify them to incorporate the values and beliefs of local constituents.