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Diogenes pioneered the use of technology to support trustees and boards in their role as fiduciaries of employee retirement funds. Typically, a multinational corporation with operations in 30-40 countries may have hundreds of pension plans, each with their own characteristics. Common among all of them is the opportunity to demonstrate conformance with globally recognized fiduciary best practices. The Diogenes Fiduciary Compliance System gathers and curates all relative documents and compares that information with the 21 practices and the 82 criteria of the ISO 9000 based Fi360 Prudent Practices. Using sophisticated statistical techniques including Bayesian Inference, the software continuously evaluates conformance to the Prudent Practices and reports on areas which need to be addressed. Reporting by exception, the user starts with a global view and can drill down by region, country, company, and plan to review the issues. A continuous audit log provides management with the information to support their role as fiduciaries by continuously monitoring their investments as required by the US Supreme Court's guidelines in the 2015 Tibble v. Edison International case. Board members can rest easily knowing that management meets the highest level of quality in support of their employees and shareholders.

ABC (A Better Community) provided pro-bono and paid management consulting services to nongovernment organizations in mainland China. Founded in 2008, ABC had quickly expanded from a voluntary group in Beijing with 7 volunteers in to a well-organized NGO with several hundred volunteers operating in 4 cities, serving more than one hundred NGOs. However, the rapid development also brought many challenges to both the running of the organization and how to best achieve its social mission. Case number 2119.0

This book introduces readers to the family business, which is the most prevalent form of business in the world. The differences between family and nonfamily businesses are emphasized in this book. This book has several key audiences and can be used as a supplemental text for university undergraduate or graduate level courses such as small business management, introduction to business, entrepreneurship, and family studies. This book focuses on family businesses in both the United States and other countries. Chapter 1 defines and provides an overview of family business. It corrects various misconceptions of family businesses, highlights the advantages of this organizational form, and demonstrates the prevalence of family businesses worldwide.

This book introduces readers to the family business, which is the most prevalent form of business in the world. The differences between family and nonfamily businesses are emphasized in this book. This book has several key audiences and can be used as a supplemental text for university undergraduate or graduate level courses such as small business management, introduction to business, entrepreneurship, and family studies. This book focuses on family businesses in both the United States and other countries. Chapter 2 explores the many differences between a family-owned business and a nonfamily­-owned business. Several significant differences are apparent between family and nonfamily firms. Family businesses often have a long-­term view; a lasting mission, vision, and purpose; a desire to create a nurturing, caring community and to act as stewards; and an ability to build relationships, bonds, and con­nections with customers, suppliers, and other outsiders.

This book introduces readers to the family business, which is the most prevalent form of business in the world. The differences between family and nonfamily businesses are emphasized in this book. This book has several key audiences and can be used as a supplemental text for university undergraduate or graduate level courses such as small business management, introduction to business, entrepreneurship, and family studies. This book focuses on family businesses in both the United States and other countries. Chapter 3 explores the major theories about family businesses, such as life cycles, agency theory, the resource-based approach, stakeholder theory, and the stewardship approach.

This book introduces readers to the family business, which is the most prevalent form of business in the world. The differences between family and nonfamily businesses are emphasized in this book. This book has several key audiences and can be used as a supplemental text for university undergraduate or graduate level courses such as small business management, introduction to business, entrepreneurship, and family studies. This book focuses on family businesses in both the United States and other countries. Chapter 4 discusses how family firms make business decisions. The decision-making process changes over time, especially as succeeding generations take over owning and managing the business.

This book introduces readers to the family business, which is the most prevalent form of business in the world. The differences between family and nonfamily businesses are emphasized in this book. This book has several key audiences and can be used as a supplemental text for university undergraduate or graduate level courses such as small business management, introduction to business, entrepreneurship, and family studies. This book focuses on family businesses in both the United States and other countries. Chapter 5 explores the significant issues prevalent in a family firm, such as nepotism, compensation, conflict, and communication.

This book introduces readers to the family business, which is the most prevalent form of business in the world. The differences between family and nonfamily businesses are emphasized in this book. This book has several key audiences and can be used as a supplemental text for university undergraduate or graduate level courses such as small business management, introduction to business, entrepreneurship, and family studies. This book focuses on family businesses in both the United States and other countries. Chapter 6 explores the most problematic issue in family firms: succession, or the transfer of ownership to the next generation. The ability to carry on a successful intergenerational transfer of owner­ship and leadership (succession) is by far the single most important family business issue. Most family businesses do not have a successful transition of ownership from the founding generation to the second generation.

This book introduces readers to the family business, which is the most prevalent form of business in the world. The differences between family and nonfamily businesses are emphasized in this book. This book has several key audiences and can be used as a supplemental text for university undergraduate or graduate level courses such as small business management, introduction to business, entrepreneurship, and family studies. This book focuses on family businesses in both the United States and other countries. Chapter 7 focuses on effective family business governance and the use of advisors and boards to shed light on the complexities of family business. There are three basic forms of family business governance: the controlling owner, the sibling partner­ship, and the cousin consortium.

This book introduces readers to the family business, which is the most prevalent form of business in the world. The differences between family and nonfamily businesses are emphasized in this book. This book has several key audiences and can be used as a supplemental text for university undergraduate or graduate level courses such as small business management, introduction to business, entrepreneurship, and family studies. This book focuses on family businesses in both the United States and other countries. Chapter 8 explores key success tips for long-lasting family firms. To survive for multiple generations, a family business needs enough flexibility to accept transition and the ability to recognize opportunity when the markets or business environment has changed. A family-owned business must address issues surrounding family employment policies.

This book introduces readers to the family business, which is the most prevalent form of business in the world. The differences between family and nonfamily businesses are emphasized in this book. This book has several key audiences and can be used as a supplemental text for university undergraduate or graduate level courses such as small business management, introduction to business, entrepreneurship, and family studies. This book focuses on family businesses in both the United States and other countries. Chapter 9 discusses trends and further research in family business, including the increasing role of women in running these companies, the importance of a university education for successors, and the roles that family foundations can play.

In December 2015, Susan Chen, an equity analyst, was preparing a valuation of Hong Kong electric utility China Light and Power Holdings (CLP). In Part A of the case, Susan considered ways to incorporate environmental, social and governance (ESG) factors into the equity valuation. She believed that including these factors in the valuation framework could help to identify undervalued shares, in cases where ESG factors had not been fully priced in by the markets. Susan decided to focus on the ESG key performance indicators (KPIs) for the electric utility industry, and assess those that are financially material for the CLP's valuation. As such, she planned to create a "materiality matrix" plotting the size against the likelihood of each KPI's impact on the share price. Part B of this two-part case focuses on the valuation process. It describes ways of incorporating environmental, social, and governance (ESG) into company valuation. At first, Susan would make use of the materiality matrix. Only the KPIs of large size and high likelihood of happening should be integrated into the valuation process.

Part B of this two-part case focuses on the valuation process. It describes ways of incorporating environmental, social, and governance (ESG) into company valuation, and provides forecasted cash flows and a weighted average cost of capital (WACC) for the Hong Kong electric utility China Light and Power Holdings (CLP). The case concludes as Susan was preparing to calculate a base-case valuation, a valuation adjusted for ESG factors, and a sensitivity analysis.

This case describes the 2016 market entry in California of an innovative construction system for housing: BONE Structure, developed by the Canadian company of the same name. The choice of this structural system and construction method for a single family home in Palo Alto, California, provides the backdrop for a discussion about process innovations in manufactured housing and environmental sustainability. This case highlights BONE Structure's successful revamping of the supply chain for housing, a design for energy efficiency that has the potential to be even more so (if steel manufacturing could be powered by renewables), and finally, a building system that enables construction and renovation in difficult locations.

Supplement to case W18285. In 2016, with success in its two main business lines, mobile phones and electronics retailing, Mobile World Joint Stock Company (Mobile World) faces the challenge of expansion. It is considering geographic expansion into the nearby markets of Cambodia and Myanmar. It is also considering business line expansion into either pharmaceutical or mid-market fresh produce. The founders of Mobile World and the partners of its private equity investor, Mekong Capital, are debating the chances of success of entry into one or more of these new geographic or product areas. Use with 9B18M078 and 9B18M079.

Supplement to case W18285. In late 2009, Mobile World consulted with the former chief executive officer of Best Buy about its operations in Vietnam. Should Mobile World take his advice? Should Mobile World's senior management team visit other companies with more experience in the electronics industry? How could Mobile World and Mekong Capital conquer the challenges they faced in 2012? Use with 9B18M078.

In 2009, the owners of Mobile Joint Stock Company (Mobile World) were struggling to manage the challenges of rapid internal growth in a fast-changing and competitive industry. At the same time, private equity firm Mekong Capital was considering its role in the company and how to guide future growth. There was some dissension between the two parties; how could they resolve their differences and add value to the company?

The factory manager of John Deere Reman, located in Edmonton, Canada, was preparing for a meeting in September 2017, with the general manager of Global Reman Operations and Marketing at the company's head office in Springfield, Missouri. John Deere's remanufacturing operations had been steadily improving over the last decade. The purpose of the meeting was to discuss opportunities for changes to John Deere's remanufacturing operation that would provide value to the company, improve customer service, and support the company's commitment to environmental sustainability.

In October 2016, the chief executive officer of Bidcorp Baltics, a food services company operating in the three Baltic countries of Estonia, Latvia, and Lithuania, faced a dilemma. He needed to decide whether to expand the warehouse depot in Lithuania or in another location, and whether the company should diversify into products other than fresh fish and seafood. Because the company was part of the larger Bid Corporation Limited group, headquartered in South Africa, he had scheduled a teleconference with the head office. His challenge was to present a persuasive case for the parent company's capital investment in Bidcorp Baltics. What contextually relevant factors did the chief executive officer need to consider?

Many observers worried about what would happen to Apple when Steve Jobs died in 2011. But Apple had performed above everyone's expectations in Cook's six years as CEO. Apple's core business - the iPhone - continued to deliver spectacular results. In addition, Cook was aggressively introducing new products, ranging from Apple Watch to HomePod. Cook also had the world's biggest balance sheet to invest in new technologies and markets. The total number of products in Apple's portfolio had doubled (from roughly 20 to 40) under Tim Cook. The question for Cook in 2018 was no longer, 'can Apple thrive without Steve Jobs,' but rather 'can Apple move beyond a one-trick pony (iPhone)'?