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Starbucks has noted rapid growth in China, targeting 70% growth in three years. Although popular among a Chinese clientele, it is facing a number of internal and external challenges related to the Chinese economic slowdown, and issues associated with the paradox of growth. As a leader in innovation, it has developed and implemented top-notch solutions across domains such as HR, R&D, CRM, design, digital, product development, supply chain, electronic payment, etc., and needs to continue the innovation process to stay ahead of the competition. What can it do to expand and innovate continuously? As growth reduces elasticity, what should it do to retain the flexibility to address market demands and interruptions quickly?

In 2008, the marketing manager for Nestlé Japan's confectionery business and his team were struggling to redefine the KITKAT brand within the Japanese market. KITKAT as a brand faced a real threat as the retail environment rapidly shifted toward increasingly powerful convenience store chains and consumer preferences shifted toward more novel consumable products. With more than 200 companies competing within Japan's crowded and relatively stable confectionery market, Nestlé Japan was facing the harsh realities of Japan's famed position as the world's toughest consumer market. To address these challenges, Nestlé Japan worked over 15 years to instill deep meaning in the KITKAT brand and then, based upon this foundation, created a comprehensive product portfolio. How can KITKAT capitalize on its past success as it moves forward?

Supplement to case W17424. The KITKAT team had experienced great success over the past few years by building a powerful and resonating brand and enhancing their production capabilities to enable them to adapt to changing demands from their channel partners. However, the harsh realities of a changing market demographic, and increasingly powerful convenience store chains, created a clear sense of urgency for creative solutions to continue their growth. The KITKAT team leaders felt that the ideas that had been generated in the closing months of 2007 held enormous potential to create growth through a previously overlooked retail channel. As they sat down to review the strategies, they wondered: Had they overlooked any important details that could affect their 2008 year?

Supplement to case W17424. In the spring of 2009, the KITKAT team was fresh from a successful marketing campaign targeting students. After reviewing recent figures however, they realized that they had a critical decision to make regarding the fate of the overall KITKAT brand portfolio: was KITKAT too sweet for some of their older customers? How could they address this issue of taste without undermining the overall brand that they had worked so hard to create through their recent postal service campaign?

This note introduces students to the basics of bonds and the time value of money through the simplest of financial contracts-the zero-coupon risk-free bond contract. The note covers the concepts of present value, yield to maturity, and bond pricing conventions. The note is appropriate as a companion for the Bond Trader simulation. A demo for this simulation is available at https://forio.com/simulate/darden/bond-trader-demo/.

In 2012, Ingersoll Rand India added the position of senior director of engineering for its engineering and technology centres, which were originally established to support the product development activities of the company. The new position was established to lead the currently low-performing engineering and technology centres to a new, more efficient and effective path. Projects had been missing their delivery targets, and there were major differences in the understanding of the requirements among the strategic business unit teams. This all led to continuous changes in deliverables and resulted in customer dissatisfaction. Key employees were unhappy, and some high-performing team members had left the organization. The new senior director of engineering needed to assess the situation and determine whether he had the right organizational configuration to grow and sustain the engineering for its engineering and technology centres in Ingersoll Rand India. The case comprises two parts: Part A describes the challenges faced by the organization overall, and Part B discusses the progress between 2012 and 2015.

Supplement to case W17439.

For years, Chinese manufacturers displaced Western companies by offering lower prices. More recently they began to disrupt by challenging existing business models. Displacement was easy to combat by improving processes and lowering costs but fighting disruption required innovation along business models, which entailed transformation of business processes as well as reformulation of value propositions. With iPhone generating about two thirds of its revenue, Apple was trying to boost its service and other product lines. It had also invested in solar powered energy systemsas well as a wind turbine technology in China. The Company also ventured with Didi (the company which outdid Uber in China) to develop self-driving vehicles. Exploring new strategic pastures, however, Apple had to ensure the success of iPhone 8 while further leveraging its platform ecosystem. It was not clear how Apple could reposition itself to sustain the pushback by the Chinese brands while exploring new strategic pastures in light of possible tightening of the Sino-U.S. economic relations.

Supplement to case 918401.

Founded in 1999, by Matthew Spacie to give poor children an opportunity to play, Magic Bus had evolved to a leading social enterprise engaged in sports for development, holistic childhood development, and livelihood training for youth between the ages of 6 to 18. By 2017, there were 400,000 children in its various programs. The organization had been through three phases of growth. The case poses the question what the fourth phase should look like.

This technical note explores how advancements in technology are fundamentally transforming how consumers interact with mobility. Transformation is being driven by three independent trends: the emergence of affordable electric vehicles, the development of autonomous vehicles and the growth of modernized ride sharing. When integrated, these trends create a transportation model which utilizes a fleet of autonomous, electric vehicles which are not privately owned to provide cheaper, safer and "greener" travel to more consumers, more often. The potential economy-wide disruptions caused by this transportation system are enormous. How will car manufacturers adapt when vehicle sales plummet as shared, autonomous vehicles increase vehicle utilization and provide greater mobility with a fraction of the number of cars currently on the road? How will oil companies react to falling oil demand caused by the increased adoption of electric vehicles? What are the income inequality ramifications of significantly increased disposable income? How will governments deal with large increases in unemployment as autonomous cars replace professional human drivers? Before disruption occurs, corporate leaders must be prepared to usher their organization through a phase of transformational change; but change is hard. The note ends with a discussion on how to build and lead a successful ambidextrous organization.

In October 2016, Timothy Sloan, the newly appointed CEO of American banking giant Wells Fargo, faced a massive public-relations crisis. A few weeks earlier, a United States government agency had announced the results of its regulatory review of the bank and exposed a shocking practice common in the retail division, in which aggressive community bankers had created more than a million fraudulent accounts and credit card applications on behalf of unaware customers for the past several years. Over the next few weeks, the bank-and Sloan's predecessor, John Stumpf, in particular-suffered from harsh criticism from politicians, journalists, and former employees alike, ultimately forcing Stumpf's resignation. As Sloan sought to minimize the public-image backlash and restore general trust in Wells Fargo, he struggled to construct the best communication strategy for the bank's next chapter.

The material in this case presents Progressive Insurance as it faced important decisions regarding how to proceed with its usage-based insurance (UBI) initiatives, including the Snapshot device and related patents. Progressive had a head start on its competitors employing UBI pricing, but several competing insurance companies had been testing the waters with their own UBI products. In the case, Progressive considers a number of alternative uses of its patents for students to address.

The case examines the aftermath of the March 2015 Centerbridge Partners acquisition of Great Wolf Resorts, a North American family-oriented indoor water parks and hotel operator, from a private equity (PE) competitor, Apollo Global Management.

Be Well Hospitals - a multi-specialty secondary healthcare chain of hospitals is set up in the suburbs, industrial towns and district headquarters of the South Indian state of Tamil Nadu. The hospital chain co-founded by Dr. C.J.Vetrievel in 2011, fulfills the need of quality healthcare services in secondary healthcare market segment. They provide access to high-quality primary and secondary healthcare services at affordable price to the semi-urban and rural population through their chain of multi-specialty hospitals. In the four and half years, since its founding, Be Well has set up eight hospitals with a combined capacity of more than 280 beds and has treated close to 500,000 patients. The case describes Be Well's operations and the marketing initiatives it deployed to increase the adoption of its service concept in a two -tiered market. it provides information about the content of Be Well's past advertising communications and the media choices it made to build its brand. The management is grappling with the dilemma of brand building and educating potential customers about the high quality of care available at Be Well in a format that had a smaller footprint than its big city rivals. A complicating factor is creating a three-tier market with the limited resources in a setting where the customers are used to a two-tier service structure. They face a resource allocation challenge with regard to the mix of media-based and non-media based communication platforms. The management needs to decided on the choice of service attributes or dimensions around which the Be Well brand to be built and whether to focus on local branding of each hospital or develop a unified and common brand across all its facilities in the state.

In early 2017, after launching its successful "Greenhouse-in-a-Box" pilot project in India with fifteen smallholder farmers, Kheyti, a non-profit agricultural technology (AgTech) social enterprise, was struggling with several decisions in developing and growing its business. Kheyti was launched in 2015 to help smallholder farmers battle poverty and income variability by providing affordable technologies bundled with services. Over eighteen months, the team had developed a low-cost and modular greenhouse product to which it added financing, inputs, training, and market linkages to create a comprehensive "full-stack" solution for small farmers. The pilot project was a success in many ways, but Saumya, Kheyti's co-founder and head of product, was concerned that it revealed shortcomings that could severely affect the viability and scalability of Kheyti's solution. Saumya had some important decisions to make. Should Kheyti redesign the product from scratch, or find other ways to reduce the cost for early adopters? Should it rely on upfront revenues from sales of the greenhouse, or consider developing an innovative financing or contract farming model? Kheyti's dwindling cash reserves meant that these decisions were urgent and critical. The path chosen now would determine whether the startup would move beyond the pilot stage and achieve its vision of serving 1 million farmers by 2025.

In October 2015, two senior California officials: Marybel Batjer, Secretary for Government Operations, and Michael Wilkening, Undersecretary for the Health and Human Services Agency seized on an idea that had the potential to turn the state's long dysfunctional technology procurement process on its head. After years of planning, California was about to request bids for a new child welfare management system to replace a twenty-year-old technology that, as part of the country's largest child welfare program, was accessed by approximately 25,000 state and county employees, to serve millions of California's children. The request for bids called for a "waterfall" approach to software development, where all aspects of the project would follow a pre-ordained sequence and likely cost the state nearly half a billion dollars. Just weeks before the request was to be released Batjer and Wilkening met with former U.S. Chief Technology Officer Todd Park and members of a tech nonprofit, Code for America, who warned that both the waterfall approach and the large size of the project posed significant risks. First, they proposed an alternative "architecture" that would break up the "monolith" proposal into its component parts. Rather than build and replace one giant system with another, why not replace the system in parts-or in modules? Second, for each of these modules, teams of programmers and social workers could work together to build a prototype and iterate till the final product satisfied the needs of the state-in a process known as "agile" development. But could California's bureaucracy, with its stringent procurement rules pivot to a modular approach? And could Batjer and Wilkening convince state staff and county partners to experiment with agile development, a methodology never attempted in California government before? Case number 2101.0

Supplement to case KS1235. In October 2015, two senior California officials: Marybel Batjer, Secretary for Government Operations, and Michael Wilkening, Undersecretary for the Health and Human Services Agency seized on an idea that had the potential to turn the state's long dysfunctional technology procurement process on its head. After years of planning, California was about to request bids for a new child welfare management system to replace a twenty-year-old technology that, as part of the country's largest child welfare program, was accessed by approximately 25,000 state and county employees, to serve millions of California's children. The request for bids called for a "waterfall" approach to software development, where all aspects of the project would follow a pre-ordained sequence and likely cost the state nearly half a billion dollars. Just weeks before the request was to be released Batjer and Wilkening met with former U.S. Chief Technology Officer Todd Park and members of a tech nonprofit, Code for America, who warned that both the waterfall approach and the large size of the project posed significant risks. First, they proposed an alternative "architecture" that would break up the "monolith" proposal into its component parts. Rather than build and replace one giant system with another, why not replace the system in parts-or in modules? Second, for each of these modules, teams of programmers and social workers could work together to build a prototype and iterate till the final product satisfied the needs of the state-in a process known as "agile" development. But could California's bureaucracy, with its stringent procurement rules pivot to a modular approach? And could Batjer and Wilkening convince state staff and county partners to experiment with agile development, a methodology never attempted in California government before?

This case chronicles Go-Jek's journey as Indonesia's first unicorn tech startup, which has been named by Fortune Magazine as one of the top 50 companies that "change the world". It highlights how Go-Jek leveraged on its on-demand mobile platform - arguably, the most complete ecosystem in South East Asia to create significant social and economic value for Indonesia, the world's fourth most populous country. It also reveals how Go-Jek capitalized on its local business understanding and data analytics to outmanoeuvre bigger competitors such Uber and Grab in Indonesia. Go-Jek has a saying: money can't buy time, but Go-Jek can buy you time. In particular, Go-Jek's motorbike delivery and ride-sharing app has enabled businesses and individuals to circumvent Jakarta's gridlock and achieve desired outcomes of increased sales and higher productivity. This has led to the positive effect of spurring the growth of Jakarta's informal economy.