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Supplement to case SMU425. This case study is organised into five parts, meant to be read and discussed progressively. Winston Mariota, a newly hired IT Architect at LGB Bank, had developed over his career a specialisation in Enterprise Application Integration (EAI). Prior to joining LGB, Mariota had recent successes in a smaller regional bank where he had replaced its outdated point-to-point style of integration with a hub-and-spoke style of integration. This enabled the bank to better manage its existing applications, and to easily add new applications with minimal disruption to operations. Mariota was headhunted by LGB and offered a job based on his expertise in application integration and reputation as a problem solver. LGB specifically wanted him to review its current IT architecture and to propose a new architecture, similar to what he had implemented in the past. Even though LGB was a larger bank with larger integration problems, Mariota decided to take up the challenge. He accepted the job offer to join LGB's technology department based in Singapore.

Supplement to case SMU425. This case study is organised into five parts, meant to be read and discussed progressively. Winston Mariota, a newly hired IT Architect at LGB Bank, had developed over his career a specialisation in Enterprise Application Integration (EAI). Prior to joining LGB, Mariota had recent successes in a smaller regional bank where he had replaced its outdated point-to-point style of integration with a hub-and-spoke style of integration. This enabled the bank to better manage its existing applications, and to easily add new applications with minimal disruption to operations. Mariota was headhunted by LGB and offered a job based on his expertise in application integration and reputation as a problem solver. LGB specifically wanted him to review its current IT architecture and to propose a new architecture, similar to what he had implemented in the past. Even though LGB was a larger bank with larger integration problems, Mariota decided to take up the challenge. He accepted the job offer to join LGB's technology department based in Singapore.

Supplement to case SMU425. This case study is organised into five parts, meant to be read and discussed progressively. Winston Mariota, a newly hired IT Architect at LGB Bank, had developed over his career a specialisation in Enterprise Application Integration (EAI). Prior to joining LGB, Mariota had recent successes in a smaller regional bank where he had replaced its outdated point-to-point style of integration with a hub-and-spoke style of integration. This enabled the bank to better manage its existing applications, and to easily add new applications with minimal disruption to operations. Mariota was headhunted by LGB and offered a job based on his expertise in application integration and reputation as a problem solver. LGB specifically wanted him to review its current IT architecture and to propose a new architecture, similar to what he had implemented in the past. Even though LGB was a larger bank with larger integration problems, Mariota decided to take up the challenge. He accepted the job offer to join LGB's technology department based in Singapore.

Supplement to case SMU425. This case study is organised into five parts, meant to be read and discussed progressively. Winston Mariota, a newly hired IT Architect at LGB Bank, had developed over his career a specialisation in Enterprise Application Integration (EAI). Prior to joining LGB, Mariota had recent successes in a smaller regional bank where he had replaced its outdated point-to-point style of integration with a hub-and-spoke style of integration. This enabled the bank to better manage its existing applications, and to easily add new applications with minimal disruption to operations. Mariota was headhunted by LGB and offered a job based on his expertise in application integration and reputation as a problem solver. LGB specifically wanted him to review its current IT architecture and to propose a new architecture, similar to what he had implemented in the past. Even though LGB was a larger bank with larger integration problems, Mariota decided to take up the challenge. He accepted the job offer to join LGB's technology department based in Singapore.

Supplement to case KS1212. The case - Miami-Dade County and Sea Level Rise - focuses on the politics and economics of local adaptation to the threat of climate change impacts. Specifically it focuses on whether a jurisdiction -Miami-Dade County - should amend a draft consent decree to fix and upgrade the county's sewerage system by including investments in adaptation to climate change. The County has three sewerage treatment plants, all of which are built on the coast and thus vulnerable to possible sea level rise, particularly in an era of more intense storms. The case provides a basis to assess three key issues: 1. How certain are the possible impacts of sea level rise over the next thirty years?; 2. What are the political and economic challenges of allocating present financial revenues for benefits in the future that could be significant, but are uncertain?; and 3. If such investments are approved, who should pay for them?

BIM, Turkey's giant retailer with a hard-discount model for the popular segments, must decide whether to launch a brand-new format challenging the modern supermarkets. Since its founding in 1995, BIM has adhered to a business model based on a relentless focus on costs and operational efficiency, built on private labels and an unswerving limit on SKUs. Unprecedented in Turkey, the success of this retail concept propelled BIM to an IPO in the Istanbul Stock Exchange and to being the country's largest retail company by market capitalization. Seeing an opportunity to pioneer the format internationally, the company was now also in Morocco and Egypt. While the hard-discount format was still growing, in 2014 Haluk Dortluoglu, the company's CFO, began to develop an entirely new retail model for Turkey- FILE, a discount supermarket. FILE would carry many more SKUs in larger stores and compete head-to-head with national and local supermarkets. Throughout the year, in their various executive committee meetings, the senior executives of the company have debated the many issues posed by a totally different retail format and the advisability of launching it. Finally, in its first meeting of 2015, the company's board of directors are set on reaching a decision on FILE.

In late 2015, South African telecommunications giant MTN was fined US$5.2 billion by the Nigerian authorities for a mass of improperly registered subscribers-the largest fine of its kind ever imposed in the industry anywhere in the world. MTN was an emerging-market multinational corporation with a track record of successfully operating in some of the toughest, riskiest emerging markets. Thus, it was surprising that MTN had been unable to avoid a fine of this magnitude. Three factors had preceded the fine and changed the business environment in Nigeria leading up to 2015: the first was the war against the Boko Haram movement in Nigeria, which led security forces to demand the registration of prepaid phone cards; the second was the economic crisis caused by the impact of falling oil prices; and the third factor was a change in government. In light of these political risks and government regulations, how could MTN recover and move forward from this difficult situation?

This case invites students to assess the financial performance of FedEx Corp. and United Parcel Service, Inc., two firms that have long competed for dominance in the overnight delivery industry. The case is designed to introduce students to corporate value creation and its sources. It requires no numerical computations; instead, it asks the student to interpret the results and to reflect upon their implications.

Student spreadsheet for case UV7414.

Singapore Post Limited (SingPost), Singapore's sole Public Postal Licensee, had set its sights on becoming the regional leader in e-commerce logistics and trusted communications. This goal was achieved through multi-million-dollar acquisitions in warehouses, freight forwarders, and parcel pickup services. Among the acquisitions were the 'Famous Acquisitions' comprising Famous Holdings Pte Ltd, FS Mackenzie Limited, and Famous Pacific Shipping (NZ) Limited. Between December 2015 and May 2016, a chain of events related to the 'Famous Acquisitions' unfolded at SingPost: its public admission of lapses in corporate governance disclosure, a special audit, a corporate governance review, resignation of the lead independent director, and change of the board chairman. The case discusses these events and describes what SingPost subsequently did to improve its corporate governance practices.

Garrett Moran joined Year Up (a workforce development program) in late 2013. Tasked with systematizing and scaling operations, Moran spearheaded a number of changes that allowed Year Up to serve 3,000 youth in 2016 up from 1,800 youth annually when he started. While preparing for the future, he expected that Year Up would soon have the ability to serve 10,000 students annually by 2021. This goal would demand a pace of growth that YU had not yet experienced - increasing annual growth from an already accelerated 400 students per year over the past three years to an average of 1,000 students per year through 2021. The path forward was complicated and this case covers the challenges and opportunities of reaching scale by expanding their direct service program and exploring other ways to close the opportunity gap.

The case - Miami-Dade County and Sea Level Rise - focuses on the politics and economics of local adaptation to the threat of climate change impacts. Specifically it focuses on whether a jurisdiction -Miami-Dade County - should amend a draft consent decree to fix and upgrade the county's sewerage system by including investments in adaptation to climate change. The County has three sewerage treatment plants, all of which are built on the coast and thus vulnerable to possible sea level rise, particularly in an era of more intense storms. The case provides a basis to assess three key issues: 1. How certain are the possible impacts of sea level rise over the next thirty years?; 2. What are the political and economic challenges of allocating present financial revenues for benefits in the future that could be significant, but are uncertain?; and 3. If such investments are approved, who should pay for them?

This case is set in May 2016, and discusses the unfolding of a corporate governance saga at Singapore Post Limited ("SingPost"), Singapore's designated Public Postal Licensee. The narrative begins in December 2015, when SingPost announces that due to an 'administrative oversight', it had, in an SGX announcement on 18 July 2014, not disclosed lead independent director Keith Tay's interest in a 2014 acquisition. Tay was non-executive Chairman and held 34.5 percent stake in corporate finance adviser Stirling Coleman, which had acted for the sellers in the acquisition. The announcement added that Tay had, however, abstained from all voting by the board in relation to the buyout. In the face of a public outcry, SingPost decided to have a special audit conducted to examine the conflict of interest issues surrounding the acquisition. Regulators and shareholders alike expressed grave concern at the contents of the special audit report. What could SingPost do to win back its stakeholders' confidence, and ensure that its corporate governance standards and mechanisms were considered truly effective? And what would be the larger ramifications of SingPost's lapses on the corporate governance environment in Singapore, a country that prided itself on both the efficacy of its regulatory environment and the ease of doing business? This case facilitates discussion about corporate governance, and helps students understand the importance of corporate governance mechanisms in monitoring the firm's management and strategic decisions. This case study can be used to analyse the key internal governance of the role of the board of directors, and its role in controlling managerial decisions. In addition, the case can be used to explain how the external corporate governance mechanism, that is, the market for corporate control, also serves as an important factor in keeping a watch over top management's strategic decisions.

Set in November 2015, the case follows Sisters in Solidarity (SiS), a social enterprise established to emancipate marginalised women in Lucknow, India. SIS was an offshoot of Study Hall Education Foundation (SHEF), a non-profit organisation that promoted feminist pedagogy in the educational establishments under its wings. SHEF also provided high quality education to underprivileged girls from the slum areas through the Prerna Girls School (PGS). The mothers of PGS students, deprived of economic opportunities due to lack of skills and education, suffered in a vicious cycle of poverty, domestic abuse and oppression. Observing the positive outcomes that education and employability brought about in the lives of their daughters, these mothers approached SHEF for help. Shibani Sahni, daughter of SHEF's founder, spearheaded the establishment of SiS, which aimed to emancipate women by improving their employability through vocational training. The enterprise had three business units-DiDi's Foods, DiDi's Driving and DiDi's Creations. However, while the food unit of SIS had evolved into a self-sustaining and profitable unit and the driving unit was a cost neutral vertical integration that helped SiS achieve operational efficiency, the creations unit (crafts and fashions) was struggling and unprofitable. Sahni had to overhaul the business strategy of DiDi's Creations and turn the unit around. Resources were stretched; she would have to revisit all the business segments in the portfolio to sustain profitability and growth. In order to support more beneficiaries, SiS would have to scale up, but Sahni must assess the organisational readiness for this to take place. This case offers an opportunity to learn about revenue growth strategies, profitability evaluation and divestment decisions and various expansion strategies available for a social enterprise. The case would also be helpful in understanding the elements of sustainability and scalability essential for social enterprise.

Edwin Lee, is a fourth generation member of the Lee family. He owns and runs Sun Hing Group, and is a board member of the Simon KY Lee Foundation. The Foundation was established in 1985 and managed by Edwin's grandfather until his passing in 2010. Largely inspired by the family's experience with other charitable organizations, it underwent a major reorganization to accommodate a business model where social innovation is central to the Foundation's charitable activities, and where the entire multi-generational family volunteers to participate in the decision-making process. As next in line to be the senior decision maker, Edwin's challenge is to reconcile his professional ambitions of making a large-scale social impact as a philanthropist with his family's wish for him to become the guardian of the family's business. The question is, to what extent Edwin should be involved simultaneously with the family business operations and The Simon KY Lee Foundation's charitable activities in achieving his personal and family's objectives and in ensuring the Foundation's future development?

Student spreadsheet for case UV2288.

The set of four cases composing the Fur Industry Merger Exercise affords the opportunity for a merger negotiation among students. Three potential buyers (Adams, Jindo, and Lessard) compete for two potential sellers (Adams and Gallery of Furs). The cases give detailed financial forecasts for the target firms that are unique to each party. The forecasts form the basis for valuation of the target companies. The merger opportunities are prompted by major competitive changes in the worldwide fur-garment industry and by adverse changes in demand in U.S. fur retailing. The exercise affords insights into the challenges of cross-border acquisitions. Groupe Lessard is a Canadian producer of fur garments and is considering obtaining U.S. retail channels of distribution. The "Groupe Lessard" case may be used on a stand-alone basis to illustrate aspects of valuation in a merger setting.

The set of four cases composing the Fur Industry Merger Exercise affords the opportunity for a merger negotiation among students. Three potential buyers (Adams, Jindo, and Lessard) compete for two potential sellers (Adams and Gallery of Furs). The cases give detailed financial forecasts for the target firms that are unique to each party. The forecasts form the basis for valuation of the target companies. The merger opportunities are prompted by major competitive changes in the worldwide fur-garment industry and by adverse changes in demand in U.S. fur retailing. The exercise affords insights into the challenges of cross-border acquisitions. Gallery of Furs is the second largest retailer of fur coats and garments in the United States. Its recent poor financial performance has made it the target of an uninvited raid. In response, the company desires to sell its Fur Retailing Division on the most advantageous terms. The "Gallery of Furs" case may be used on a stand-alone basis to illustrate aspects of valuation in a merger setting.