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Leading up to the completion of a successful partnership between Hewlett-Packard Canada and World Wildlife Fund Canada, the two individuals who championed the program contemplate their separate and joint next steps: should their organizations renew or exit the partnership? Together, they had designed and delivered a world-first program, Living Planet @ Work, which had enrolled more than 500 companies, large and small, whose employees had already raised more than $1 million in charitable donations through workplace giving. The program was helping corporate Canada harness the collective desire and power of their employees for the good of business and the future of the planet. The two champions had a short window to go global and scale up the positive impact of the program.

'Greenpac' - a Singapore-based company, offering green, innovative, packaging solutions to clients. Under the leadership of its founder and CEO, Susan Chong, Greenpac has positioned itself as a company that offers unique, customised solutions to its clients. It focuses mainly on design and innovation to come up with a 'green' solution at a reduced cost. Its clients are mostly companies dealing with high-end, sensitive equipment, such as surgical microscopes; and a majority of its clients are manufacturers of medical and defence equipment. In this case study, set in 2011, Greenpac has just made a pitch for an innovative packaging proposal to industry representatives of the ornamental fish industry in Singapore. Susan Chong (the CEO) has taken a conscious strategic decision for the company to step out of its comfort zone to enter an unfamiliar market. Greenpac has invested significant time, effort and money into the project. The packaging it has proposed is clearly superior to the existing packaging: it is green as well as innovative in terms of design and ease of handling. However, it is also significantly costlier. Will the industry representatives agree to go with this solution? Will they have the long-term vision to adopt an innovative solution even though it will increase cost? Or will they be conservative and stay focused on their bottom line?

How does one learn to become an effective advocate on public health issues? "To Vaccinate or Not to Vaccinate: The Story of Hamilton, Columbia" introduces the reader to the fictional US state of Columbia and its legislature's dilemma over whether to mandate the HPV vaccine for the state's young people or simply to educate them and their parents on the importance and availability of the vaccine. On the surface this appears to be a straightforward public health question: Will a vaccine mandate or a voluntary educational effort be more effective in preventing HPV infection and ultimately HPV-related cancers? But as the narrative unfolds, we come to understand that the legislative context is much more complicated and the tensions myriad, complete with financial and political deal making, power contests in anticipation of an upcoming election, and much more. Furthermore, given that the scientific evidence is still incomplete in some aspects and does not necessarily point to a single best option for the state, the ethical concerns at stake become all the more important. What should Columbia do? As the story draws to a close, the state legislature's Health, Education, and Labor Committee is about to open a public hearing on the dilemma, inviting an array of experts, community leaders, pharmaceutical reps, and government staffers and elected officials to speak on two bills under consideration: one for a mandate and the other for education only. This is where the students will step in to bring the hearing to life, arguing for the course of action they think is most prudent and learning techniques in effective legislative advocacy on important public health issues in the process.

Dodla Dairy, a family owned dairy business based in the southern state of Andhra Pradesh, India, has successfully made its mark on the Indian liquid milk industry, but now needs to move to the next level. The company is considering a backward integration initiative into the dairy farming business, but is faced with internal limitations of capital constraint and limited risk propensity. D. Sunil Reddy, the managing director of Dodla Dairy, is looking at the option of getting an external partner on board via private equity. This would not only help him to bring in the needed resources, but also provide him with the expertise to rapidly enter into the dairy farming sector, which is a relatively new area for him. However, he must decide carefully, would the benefits of bringing in an external private equity partner be worth the dilution of control that would come along with this option?

A managing editor is attempting to navigate a communications and leadership disaster after receiving an email from one of her colleagues at Tehelka Magazine (Tehelka), alleging that the founder/proprietor/editor-in-chief of the magazine had sexually assaulted her. Although the managing editor felt that she handled the situation appropriately via her communications with the victim, the perpetrator and other Tehelka staff, the crisis worsened when those communications were leaked to the media and the general public. In addition, the victim resigned, asserting that the managing editor, a renowned crusader of women's rights, had been dismissive and overly tolerant regarding the complaint. When both the victim's resignation email and the editor's acceptance of that email were also leaked to the media, it generated a fresh round of controversy and debate on the manner in which Tehelka had handled the entire issue and forced the managing editor to announce her decision to step down from her position with Tehelka as well. As she prepared to face the press regarding her resignation, the managing editor could not help but wonder what she could have done differently in handling this difficult situation.

As multinational enterprises expand operations in emerging economies, identifying and responding to unique marketing challenges may require strategy that focuses on local adaptation and global integration on a country by country basis. In March 2014, Tesco PLC (Tesco), the largest retailer in the United Kingdom and the third largest supermarket group in the world, has signed an agreement with Trent Hypermarkets, the retail division of the Tata Group, a leading Indian business conglomerate, for setting up a 50:50 joint venture (JV) in Indian retail. Tesco is committed to investing £85 million (US$110 million) as its share of capital. As it gets down to the basics of operating the JV, the management of Tesco, head quartered in London, United Kingdom, is facing three major dilemmas: How should Tesco sustain the advantage of being the first global multi-brand retailer to be allowed to invest in India? How should it fine-tune its tried and tested global business model to suit Indian retail? How could the company avoid the kind of failure it had experienced in the U.S. market, which it exited in April 2013?

Business happens in a network consisting of different firms who have correlations with each other. For example, an automobile manufacturer has many dealers in different locations. There are correlations between the manufacturer and the dealers and correlations among the dealers. Each firm's decision on matters such as price influences the other firms' profits. By using the concept of game theory, such a decision can be based on a reasonable rationale. Yet, to apply game theory to real-world problems, we must first understand the "game rules" in business through analyzing horizontal and vertical correlations between firms and how such features as information asymmetry affects the equilibrium solution.

This non-technical note for marketing professionals (and those in training) explores the value of setting performance goals when developing marketing plans. Practical metrics to evaluate the overall success of marketing initiatives are discussed, followed by supporting metrics that can be used to evaluate each area of the marketing mix. A critical view is taken of many metrics; some metrics have shortcomings in certain situations that managers should be aware of. Many industry examples are used, making for an engaging student experience and providing benchmarks for students to set goals when writing case studies. Formulas are included for all metrics discussed.

In 2013, the minister of state for tourism in India is contemplating the future of the "Incredible India" campaign. Started in 2002, the campaign had succeeded in turning India into a high-end tourist destination, as a result bringing about a growth of 16 per cent in the number of foreign visitors. Originally focused on landscape and culture, the campaign evolved to embrace such concepts as spiritual, medical, adventure, film and sports tourism on a year-round basis. In 2007, the campaign was extended to the international arena with participation in events in Berlin, Cannes, London and New York. In 2012, the culmination of over a decade of effort resulted in three awards at the World Travel Awards. Now, in 2013, uncertainties have multiplied. India has gained more familiarity among and acceptance from foreign tourists of diverse backgrounds, who now expect more differentiation in the choices available. To lure them, the tourism departments of several Indian states and union territories have begun to adopt their own advertising campaigns. Can Indian tourism, which is based on a unified branding approach, sustain its growth in the long run? Is it more advantageous to change to a system in which different tourism products and regions are branded distinctly?

961 Beer was founded in 2006 under political and economic adverse conditions in Lebanon. One of the first craft beer companies in the Middle East, it has developed from a home brewer into a hip Lebanese brand. To attract its target set of customers - highly educated, middle-class city-dwellers - the company has opened a pub in a popular entertainment area of Beirut where it offers free samples of its beers and encourages customers to taste and ask questions about the brewery process. It also addresses the needs of consumers with a strong interest in locally produced goods and caters to the local palate. However, the company faces competition from a long-entrenched brewery that has been bought by a major international beer conglomerate. Now, in February 2009, 961 Beer is selling beyond its capacity limits. The founder is confident about the business but has to decide on a strategy for the future. Should he consolidate or should he grow? What kind of strategy will allow the company to expand and to increase its customer base without compromising on quality and the values that make 961 Beer what it is?

On March 27, 2014, the new chief executive officer of Lululemon Athletica Inc., headquartered in Vancouver, British Columbia, has just announced the previous year's flat fourth quarter results. These unimpressive financial figures have amplified the need to address the company's damaged reputation. In 2013, the apparel brand faced a product recall and a public relations backlash after a controversial interview and botched apology by its founder, as well as the resignation of several key executive employees. A communications strategy must be devised to repair the company's reputation and regain the trust of both investors and customers.

While internationalization may present growth opportunities for Canadian small businesses, the challenges involved can be daunting. In August 2013 the founder and president of Maynooth Natural Granite was trying to decide whether he should expand his small business internationally. He was satisfied that he was able to turn his gravel pit into a well-recognized supplier of washed decorative rock in Ontario. However, the president was concerned that his success could be short-lived, as Ontario had a saturated gardening market. As he explored new international opportunities he must decide whether he would be able to replicate his success in the new markets while balancing the responsibilities of his Canadian business interests and his family life.

In January 2014, the chief executive officer of AutoTherm, a small smart-thermostat design company located in Toronto, Canada, was considering the company's future in light of the uncertainties and fast changing dynamics of the industry. As an incumbent and small engineering firm, AutoTherm's plans to sell its first product, B133, through partnership with a large electronics company had not been quite successful. Given the dire state of the company's financial resources, how can AutoTherm be rescued and go forward?

Heather Day, a marketing director and brand manager, must evaluate her options for Progressive Insurance's next Snapshot product advertising campaign. Working on a limited budget, Day must select between employing television ads featuring the popular character known as Flo and continuing with the launch of advertising campaigns already in use, such as "Rate Sucker." The case places Progressive's proposed advertising campaign into a broader historical context and asks how the Snapshot product both fits into the company's current business model and affects its channel strategy. Students are presented with a myriad of exhibits that help make this authentic marketing scenario come to life.

The case presents a situation in which Merck's World Wide Licensing (WWL) division needs to make important organizational decisions to increase the speed, the breadth and the efficiency of its global licensing and partnering activities.

The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilisation of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.

The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilization of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.

The introduction of a new class of persistent herbicides is anticipated by DuPont as a game-changer for the firm and its customers. Instead, the product creates unforeseen damage to vegetation. The mobilization of the customer base soon extends to the general public and regulators, leading to withdrawal of the product and ultimately the sale of the DuPont business unit concerned.

Spreadsheet supplement for product KEL809.

The case describes the merger of Air India and Indian Airlines, two national carriers. The due diligence predicted both airlines would survive and prosper amidst fierce global and domestic competition by leveraging combined assets and capital more efficiently and by building a stronger sustainable business. However, the merged entity suffered huge financial losses year after year, raising doubts about Air India's continued existence. The case highlights various reasons for the merger failure as argued by the media, analysts and experts.