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In 2012, Syngenta, one of the world's largest agricultural input company, committed to build a $1 billion business in Africa over the next 10 years. In mid-2014, CEO Michael Mack and Africa Venture Team head Dimitri Pauwels are reviewing progress. Was the company's committment to Africa still relevant and achievable?

Funding to scale Citizens Connect, Boston's 311 app, is both a blessing and a burden and tests two public entrepreneurs. In 2012, the Commonwealth of Massachusetts provides Boston's Mayor's Office of New Urban Mechanics with a grant to scale Citizens Connect across the state. The money gives two co-creators of Citizens Connect, Chris Osgood and Nigel Jacob, a chance to grow their vision for citizen-engaged governance and civic innovation, but it also requires that the two City of Boston leaders sit on a formal selection committee that pits their original partner, Connected Bits, against another player that might meet the specific requirements for delivering a statewide version. The selection and scaling process raise questions beyond just which partner to choose. What would happen to the Citizens Connect brand as Osgood and Jacob's product spread across the state? Who could help scale their work best then nationally? Which business models were best positioned to drive that growth? What intellectual property arrangements would best enable it? And what role should the two city employees have, anyway, in scaling Citizens Connect outside of Boston in the first place? These questions hung in the air as they pondered the one big one about passing over Connected Bits for another partner: should they?

Argentina-based Cresud managed 1 million hectares (2.5 million acres) of land in South America. For 20 years, the publicly traded company's strategy had been to acquire underutilized properties and turn them into productive farmland for cattle and crops. In 2014, Cresud's CEO wondered if the strategy was still correct in the face of falling commodity prices, more powerful input companies, and potentially positive changes in Argentina's political environment.

In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen (""bullet"") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the demands on Tessei continued to grow. Given previous leaders' failed attempts to fix Tessei's problems with increased managerial monitoring and controls, Yabe seeks a creative approach to overcome the motivation, capability, and coordination challenges facing his organization. Like many contemporary leaders, he selects transparency as his tool. He is, however, unique in adopting a highly nuanced approach to implementing transparency. In the process, he not only leads a fantastic organizational turnaround but even helps to make otherwise ""dirty"" work more meaningful for Tessei front-line employees. The case therefore presents students, particularly in leadership, organizational behavior, operations management, and service operations courses, with an opportunity to think through how a well-crafted transparency strategy can act as a powerful leadership tool.

After identifying a need in the market for a simpler way to manage prenatal nutrition, three Darden classmates develop an idea for a subscription e-commerce business that provides a monthly box of nutritionist-approved prenatal snacks, recipes, personal care products, and information for expectant mothers. To determine the best name for their product, the women run Google AdWords campaigns and choose the one that performed best. But was this the right decision, or should they rerun the test with the two best-performing names? And was this the most important business decision they needed to make at this point, or were there more pressing matters to address?

It is January 2014, and the case protagonist, David Milestone (senior advisor at the Center for Accelerating Innovation and Impact at the U.S. Agency for International Development's Global Health Bureau), is preparing for a meeting of global stakeholders and pharmaceutical manufacturers who are interested in reducing mortality caused by childhood pneumonia and are prepared to donate $10 million to support this effort. Milestone's goal is to propose a strategy to address childhood pneumonia in Uganda, toward which the $10 million donation would go. In addition to effectively and sustainably reducing childhood pneumonia deaths, the plan must align the interests of various stakeholders behind the problem. A successful strategy in Uganda could be a model for interventions elsewhere. The United Nations Commission on Lifesaving Commodities for Women and Children recently identified Uganda as a "pathfinder" country, meaning it could serve as the example for other countries wrestling with the same issues. This is a remarkable opportunity to change the lives of children in Uganda-and all around the world.

In October 2008, in the midst of a financial crisis, Anthony Keating, investment manager at the Boston private bank Billingsley, Blaylock, and Montgomery, was searching for an investment strategy to recommend to his high-net-worth clients. Traditional investments in the equity markets were being decimated, and Keating's clients would be looking to him for ideas. Inspired by the success of Paulson and Co., Keating began to explore the possibility of entering a trade that would profit as homeowners defaulted on their mortgages. The more Keating learned about the trade, the more he realized that he needed to know about mortgage-backed securities and credit default swaps. The case provides instructors with a chance to introduce these financial instruments while providing lessons applicable to students interested in value investing or real estate finance.

On the evening of June 10, 2011, the first European tour of Korean idol groups was held in Paris. With European fans demanding tickets and organizing a flashmob rally in front of the Louvre Museum, SM Entertainment, the producers, immediately set up an additional European concert. The success of the Paris concert elevated the status of K-pop and showed that it held potential in the global market. Behind the development of K-pop was the unique production system created by Soo-man Lee of SM Entertainment. When he established SM Entertainment in 1995, Lee introduced a systematic production system that integrated the functions of record distribution, agency, and management and enabled the company to make long-term investments in talented artists. The adoption of a sustainable growth model led SM to emerge as the leader in the Korean entertainment industry. This case explores in depth SM Entertainment's talent development process. It also traces the successes and failures that SM experienced, primarily in China, Japan, and Korea and discusses Lee's vision of building a "virtual nation." Lee believed that "the world's biggest star would come from the largest market," thus explaining his focus on succeeding in the Chinese market and grooming Chinese talent. The case concludes by examining a number of strategies that SM Entertainment used to develop a presence in the global music market.

Strategic Bootstrapping is a six-chapter book published by the Business Expert Press in 2015 and written by Matthew W. Rutherford, associate professor and Johnny Pope chair in entrepreneurship at Oklahoma State University. The book presents a decision-making strategy for successful entrepreneurial ventures funded through bootstrapping. The author emphasizes the need to understand funding issues with a specific orientation towards new ventures. He explains that there are two main components of bootstrapping: a decision to avoid external finance and the methods used to operate the new venture, and then shares insight both. Using real-world examples and current research, he outlines a model for survival and successful growth for new firms. In Chapter 1, Bootstrapping Described, the author explains the fundamentals and evolution of internally-funded ventures. He emphasizes the different challenges that face a venture based on bootstrapping versus other funding and differentiates the types of bootstrapping as well as the inherent risks. He reviews the two main component of bootstrapping: the reasons behind a decision bootstrap and the resource strategy used to operate in that situation. He also addresses common myths about bootstrapping and previews the topics that will be covered in the rest of the book.

Strategic Bootstrapping is a six-chapter book published by the Business Expert Press in 2015 and written by Matthew W. Rutherford, associate professor and Johnny Pope chair in entrepreneurship at Oklahoma State University. The book presents a decision-making strategy for successful entrepreneurial ventures funded through bootstrapping. The author emphasizes the need to understand funding issues with a specific orientation towards new ventures. He explains that there are two main components of bootstrapping: a decision to avoid external finance and the methods used to operate the new venture, and then shares insight both. Using real-world examples and current research, he outlines a model for survival and successful growth for new firms. In Chapter 2, Bootstrapping and the Problem of Being New, the author explains why initial financing decisions are critical for new firms. He recommends that all entrepreneurs begin with a process of self-reflection to determine their goals, mainly whether they desire to retain control or make money from the new venture. He also offers a review of basic factors in start-ups to inform later strategy decisions. He describes the three main reasons why new ventures fail: newness, legitimacy, and signaling, and offers ideas for overcoming these challenges.

Strategic Bootstrapping is a six-chapter book published by the Business Expert Press in 2015 and written by Matthew W. Rutherford, associate professor and Johnny Pope chair in entrepreneurship at Oklahoma State University. The book presents a decision-making strategy for successful entrepreneurial ventures funded through bootstrapping. The author emphasizes the need to understand funding issues with a specific orientation towards new ventures. He explains that there are two main components of bootstrapping: a decision to avoid external finance and the methods used to operate the new venture, and then shares insight both. Using real-world examples and current research, he outlines a model for survival and successful growth for new firms. Chapter 3, New Venture Finance Considerations for the Bootstrapper, addresses capital structure in new firms. The author explains key concepts in the two types of external financing: debt and equity. He presents three concepts that influence funding decisions (information asymmetry, moral hazard, and adverse selection) and explains the importance of each to an entrepreneur. He offers a Financial Growth Cycle as a model that relates growth with increased funding options and, ultimately, success.

Strategic Bootstrapping is a six-chapter book published by the Business Expert Press in 2015 and written by Matthew W. Rutherford, associate professor and Johnny Pope chair in entrepreneurship at Oklahoma State University. The book presents a decision-making strategy for successful entrepreneurial ventures funded through bootstrapping. The author emphasizes the need to understand funding issues with a specific orientation towards new ventures. He explains that there are two main components of bootstrapping: a decision to avoid external finance and the methods used to operate the new venture, and then shares insight both. Using real-world examples and current research, he outlines a model for survival and successful growth for new firms. In Chapter 4, Financial Bootstrapping, the author analyzes the entrepreneur's decision-making process to provide deeper insight into success factors for a new venture. Summarizing current research on bootstrapping, he considers the motivation behind why an entrepreneur decides to utilize bootstrap funding, either personal preference or necessity. He describes characteristics of three different types of bootstrappers, cost-reducing, capital-constrained, and risk-reducing, with examples from Goldstar and Pandora. Second, he reviews three approaches to bootstrapping: cash cycle exploitation, minimizing investment, and joint utilization.

Strategic Bootstrapping is a six-chapter book published by the Business Expert Press in 2015 and written by Matthew W. Rutherford, associate professor and Johnny Pope chair in entrepreneurship at Oklahoma State University. The book presents a decision-making strategy for successful entrepreneurial ventures funded through bootstrapping. The author emphasizes the need to understand funding issues with a specific orientation towards new ventures. He explains that there are two main components of bootstrapping: a decision to avoid external finance and the methods used to operate the new venture, and then shares insight both. Using real-world examples and current research, he outlines a model for survival and successful growth for new firms. In Chapter 5, the author shares practical guidance for an entrepreneur to achieve both happiness and wealth in a new venture. He outlines a model for survival and growth, based on sending "legitimized signals" to attract customers. First, he recommends organizing activities such as assembling a prototype, obtaining permits or licenses, and preparing marketing materials. Second, he recommends the strategic activity of creating a business plan and details the components of an effective plan. Third, he recommends capital-gathering activities involving financial, human, and social factors to build resources that add legitimacy to the venture.

Strategic Bootstrapping is a six-chapter book published by the Business Expert Press in 2015 and written by Matthew W. Rutherford, associate professor and Johnny Pope chair in entrepreneurship at Oklahoma State University. The book presents a decision-making strategy for successful entrepreneurial ventures funded through bootstrapping. The author emphasizes the need to understand funding issues with a specific orientation towards new ventures. He explains that there are two main components of bootstrapping: a decision to avoid external finance and the methods used to operate the new venture, and then shares insight both. Using real-world examples and current research, he outlines a model for survival and successful growth for new firms. In Chapter 6, Typologies for Strategic Bootstrapping Success, the author shares insight into how entrepreneurs can become legitimate and profitable, and thus able to move beyond bootstrapping as a source of funding. He describes four types of entrepreneurial ventures that he believes are most successful. Two types are based on behaviors: the hyper-networked entrepreneur and the sharing entrepreneur. The other two types are based on business model types: digital and fragmented. He ends with practical points of consideration for a strategic bootstrapping approach.

A Beginner's Guide to Mobile Marketing is an eight-chapter book published by Business Expert Press in 2015 and written by Molly Garris, Senior Manager of Digital Marketing at Johnson & Johnson, and Karen Mishra, Assistant Professor in the School of Business at Meredith College. The authors examine factors in the growth of marketing on mobile devices and draw from current third-party research to explain how consumers use smartphones and related technology. They review the fundamentals of mobile marketing, including mobile apps, social networks, and text messaging. They also offer a strategic model for implementing a timely marketing campaign. Each chapter includes real world examples and visuals, as well as practical exercises to help the reader both understand and apply key concepts. In Chapter 1, Past, Present, and Future Opportunities for Mobile Marketing, the authors present a brief overview of the rise of smartphones and mobile technology. They review current research about consumer use of different smartphone platforms, compare smartphone use versus tablets, and characterize the marketing opportunity for mobile devices. They argue that the companies must incorporate mobile marketing into their plans to address how the strong and rapid growth of mobile devices is changing consumer behavior. They end with a series of questions to help the reader understand mobile behavior.

A Beginner's Guide to Mobile Marketing is an eight-chapter book published by Business Expert Press in 2015 and written by Molly Garris, Senior Manager of Digital Marketing at Johnson & Johnson, and Karen Mishra, Assistant Professor in the School of Business at Meredith College. The authors examine factors in the growth of marketing on mobile devices and draw from current third-party research to explain how consumers use smartphones and related technology. They review the fundamentals of mobile marketing, including mobile apps, social networks, and text messaging. They also offer a strategic model for implementing a timely marketing campaign. Each chapter includes real world examples and visuals, as well as practical exercises to help the reader both understand and apply key concepts. Chapter 2, Calling and Messaging, considers how mobile technology is changing the way people communicate. The authors cite research about the decrease of landlines, increase in video calling, and shift from voice calling to text messaging as critical factors in the need for mobile marketing. They explore mobile messaging and highlight important considerations for using a short messaging system (SMS) as a marketing tool. They also consider the benefits and challenges of visual messaging, such as multimedia messaging service (MMS) and rich media messaging (RMM), as well as instant messaging (IM), with real-world examples from Express and Taco Bell. They examine shifts in email marketing for mobile devices and offer practical guidance on effective email campaigns, as well as on measuring success through churn (opt-out rate) and other data.

A Beginner's Guide to Mobile Marketing is an eight-chapter book published by Business Expert Press in 2015 and written by Molly Garris, Senior Manager of Digital Marketing at Johnson & Johnson, and Karen Mishra, Assistant Professor in the School of Business at Meredith College. The authors examine factors in the growth of marketing on mobile devices and draw from current third-party research to explain how consumers use smartphones and related technology. They review the fundamentals of mobile marketing, including mobile apps, social networks, and text messaging. They also offer a strategic model for implementing a timely marketing campaign. Each chapter includes real world examples and visuals, as well as practical exercises to help the reader both understand and apply key concepts. In Chapter 3, Search and Web, the authors consider how consumers use mobile devices to find information. They cite research to support the popularity of mobile devices for web searches, advising marketers to respond accordingly and reviewing search engine design features such as "click to call." They highlight the importance of a responsive web design that works across multiple channels (desktops, tablets, and mobile devices) and consider the challenges of this type of design. The authors also offer guidance on mobile search engine optimization (SEO) and share practical tips from Google. They conclude with thoughts on measuring success for campaigns.

A Beginner's Guide to Mobile Marketing is an eight-chapter book published by Business Expert Press in 2015 and written by Molly Garris, Senior Manager of Digital Marketing at Johnson & Johnson, and Karen Mishra, Assistant Professor in the School of Business at Meredith College. The authors examine factors in the growth of marketing on mobile devices and draw from current third-party research to explain how consumers use smartphones and related technology. They review the fundamentals of mobile marketing, including mobile apps, social networks, and text messaging. They also offer a strategic model for implementing a timely marketing campaign. Each chapter includes real world examples and visuals, as well as practical exercises to help the reader both understand and apply key concepts. In Chapter 4, Mobile Applications (Apps) looks at the popularity and benefits of Apps versus websites. The authors discuss how the features and functions of mobile Apps provide more sophisticated web experiences for customers. They review different types of Apps, such as pre-installed and paid, and consider the challenges in developing an App, offering practical guidance. They explore methods for measuring success, including frequency of use and other data points. The chapter includes a brief overview of the Carolina Hurricanes App.

A Beginner's Guide to Mobile Marketing is an eight-chapter book published by Business Expert Press in 2015 and written by Molly Garris, Senior Manager of Digital Marketing at Johnson & Johnson, and Karen Mishra, Assistant Professor in the School of Business at Meredith College. The authors examine factors in the growth of marketing on mobile devices and draw from current third-party research to explain how consumers use smartphones and related technology. They review the fundamentals of mobile marketing, including mobile apps, social networks, and text messaging. They also offer a strategic model for implementing a timely marketing campaign. Each chapter includes real world examples and visuals, as well as practical exercises to help the reader both understand and apply key concepts. In Chapter 5, Social Media Networks, the authors explore networks such as Facebook and Instagram, as well as how those network participants (e.g. followers) interact with specific brands on social media. They suggest that branding on social media requires companies to not only to have interactive conversations, but also to invest more resources in this social media marketing. They examine how to build a customer base through mobile customer relationship management (CRM), and suggest that measuring success of social media marketing is challenging.

A Beginner's Guide to Mobile Marketing is an eight-chapter book published by Business Expert Press in 2015 and written by Molly Garris, Senior Manager of Digital Marketing at Johnson & Johnson, and Karen Mishra, Assistant Professor in the School of Business at Meredith College. The authors examine factors in the growth of marketing on mobile devices and draw from current third-party research to explain how consumers use smartphones and related technology. They review the fundamentals of mobile marketing, including mobile apps, social networks, and text messaging. They also offer a strategic model for implementing a timely marketing campaign. Each chapter includes real world examples and visuals, as well as practical exercises to help the reader both understand and apply key concepts. Chapter 6, Mobile Advertising (26 pages), examines how advertising for mobile devices is different from other media. The authors suggest that mobile marketing is growing and offers marketers the ability to more specifically tailor content to a target and provide an interactive experience. They explain that there is a lack of standardization in mobile advertising and review different tools, such as interstitial banners, rich media ads, and native ads. They consider social media ads, such as promoted tweets on Twitter, as well as video ads and sponsorship ads. They suggest criteria for effective ad display on specific devices with several visual examples from companies such as CNN and Walgreens. They also consider ways to target mobile advertising, including audience profile and location and share insight on measuring success.