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Spreadsheet to accompany product W34168.

In April 2023, the iconic Florida-based company Tupperware Brands Corporation (Tupperware), announced that it would have to close shop if it did not receive immediate investment. The company continued to consult with financial advisors about its future, possibilities of gathering funds, slashing jobs, and selling property in its attempts to survive and effect a turnaround. As Tupperware stared at liquidation, should it ditch or tweak its traditional yet iconic strategies of premium pricing and house-party direct selling to retain old customers and attract new ones? Or should it consider new products, a new brand, or new selling strategies to make itself cooler to the young demographic?

Rebel Foods (Rebel) was the world’s largest internet restaurant company, with 45 food brands and 450 kitchens in 10 countries. As Rebel scaled up, they were gradually venturing into the business-to-business (B2B) space by partnering with other food brands. Their transition to a B2B model, although necessary, had some challenges. As their reliance on third-party food delivery partners continued to drive up costs, Rebel considered how to better integrate their supply chain. However, their food delivery partners provided greater brand visibility. In Rebel’s one-kitchen many brands model, would they be able to leverage technology and automation to scale up and expand successfully?

<div style="font-size: 0.95em; line-height: 1.4;"><p align="justify">The Climate Change Conference is a five-party, multi-issue, in-class negotiation simulation that requires no software or other digital means. The exercise develops an understanding of the complex landscape of global climate change mitigation and adaptation measures across various constituencies. At the core of the simulation, students take the roles of representatives from Developed Countries, Developing Countries, the Organization of the Petroleum Exporting Countries (OPEC), Fossil Fuel Companies, and Electric Vehicle (EV) Firms, with each stakeholder having distinct priorities and interests. In a highly interactive small- and large-group negotiation process, participants navigate through three critical issues: (1) securing global net-zero emissions by mid-century by keeping the goal of a maximum 1.5℃ average global temperature rise within reach through (a) meeting emissions reduction targets, (b) coal phase-out, (c) methane reduction, and (d) halting deforestation; (2) protecting communities and natural habitats; and (3) mobilizing climate finance.

In August 2018, JK Paper Ltd., a market leader in India’s paper manufacturing industry, acquired the ailing Sirpur Paper Mills Limited, an 80-year-old company that had been declared insolvent. By September 2022, Sirpur Paper Mills Limited was reporting profit margins that were on par with its parent company. The management team was requesting approval from the parent company to double capacity in the writing and printing paper segment, with a proposed investment of US$125–130 million. The company has overcome several key challenges and had achieved some considerable operational improvements. However, the proposed investment would be a long-term commitment in a cyclical industry. There were also some difficulties in attracting and retaining talent in the industry and establishing relationships with key external stakeholders. JK Paper Ltd. had to decide whether to approve a strategic plan to expand and double the capacities of its new business unit in India’s paper manufacturing industry.

Nirav Patel, chief executive officer of Framework Computer (Framework), wanted to determine how to change consumer and industry attitudes toward the sustainability of their electronic devices in order to promote a more sustainable technology (tech) ecosystem. Patel, driven by a belief that users should be empowered to upgrade and repair their devices, aimed to pivot the industry toward greater environmental responsibility. Despite Framework’s innovative approach, competing in a market dominated by large multinational companies posed significant challenges. The company’s flagship product, the Framework laptop, allowed for easy upgrades of core components, advocating for a longer device lifespan and the right to repair, a stark contrast with the prevailing industry practices. With the concepts and legalities of right to repair beginning to take effect, Framework had to navigate a way to expand its market presence and improve consumer understanding of sustainability.

In late 2017, Zara, a major Spanish multinational retail clothing chain specializing in fast fashion, was the target of a negative campaign initiated by the workers of one of the company’s Turkish suppliers, Bravo Tekstil, who had been left without pay after their employer declared bankruptcy and disappeared overnight. Zara was in the media spotlight, and Clean Clothes Campaign, the garment industry’s largest alliance of labour unions, was pressuring the company to compensate for the workers’ losses and pay three months of wages and severance. Although not legally liable, Zara offered to pay about one-quarter of the Bravo Tekstil workers’ claims to limit its reputational damage. Bravo Tekstil’s workers remained largely dissatisfied with this offer and promised further actions against the Spanish multinational enterprise (MNE). In the short term, Zara had to decide how to respond effectively to these specific allegations, and over the longer term, it had to develop a more deliberate strategy for managing its suppliers’ potential irresponsibility.

We frequently engage in actions that facilitate the formation of new social connections, both in our personal and professional lives, and we say that having a strong network is important for success, but we do not really think about what that means. What qualities does a useful network have? How can someone build a stronger network? The purpose of the Social Network Inventory exercise is to help students think about these issues by guiding them through a network “health” check to identify their network’s strengths, weaknesses, approaches, and gaps.

<p align="justify">Established in 2002, Chengdu, China’s Four Inter Catering Group Co. Ltd. (Four Inter) was a company specializing in Sichuan cuisine and Sichuan culture dissemination. After 21 years of development, Four Inter formed a business model that emphasized both inheritance and innovation of Sichuan cuisine and provided a broader channel for its growth. In 2023, as COVID-19 came to an end, the food and beverage industry ushered in a new round of development. But Four Inter was caught in the predicament of a regional business model. At this juncture of development, Xiaohong Xu, chairperson and CEO of Four Inter, needed to make a decision about the company’s future direction. Should it deepen the awareness of existing brands (refine) or explore the unknown map (expand)?

In November 2021, Ashley Chapman, chief operating officer and vice president of Chapman’s Ice Cream, arrived at work to find several of his unvaccinated staff calling for a boycott of the company in response to its recent announcement of plans to increase the hourly rate of its vaccinated employees. The boycott efforts were buttressed by anti-vaccine groups, who urged their supporters to stop purchasing Chapman’s products. Students must adopt a marketing lens to determine whether the boycott is worth addressing and, if so, how to respond while minimizing negative impacts on the brand and product sales. Both qualitative and quantitative analyses of consumer behaviour are required to determine the relative strengths and weaknesses of various marketing-driven responses.

Dalton Kreiss founded Maguey Melate in 2018 to bring authentic, traditionally crafted mezcal from small producers in Oaxaca, Mexico directly to consumers. In early 2024, he faced fierce competition from cheaper, mass-produced alternatives. Maguey Melate's mission-driven model, focusing on authenticity, sustainability, and social responsibility had garnered success but now confronted the need to either adjust to compete with rivals, maintain its ethos despite challenges, or cease operations.

The Wadhwani Research Centre for Bioengineering (WRCB) at the Indian Institute of Technology Bombay (IITB), established in 2014 with support from the Wadhwani Foundation, entered its transformative second phase after a successful initial five years. With over 40 professors from nine departments involved, WRCB’s phase one had yielded 316 publications and 38 patent applications and spawned two entrepreneurial ventures. Heading phase two were Debjani Paul, the professor in charge, and Abdur Rub, the chief executive officer, who were focused on propelling deep-tech research toward commercialization. As the disruptive impact of the COVID-19 pandemic subsided in late 2021, Paul and Rub looked toward the future with new hope and clear goal: to enable academic researchers to secure follow-on funding crucial for sustaining momentum beyond WRCB’s initial catalytic support. This initiative aimed to cement WRCB’s status as a global leader in bioengineering translational research, bridging academia and industry to overcome funding gaps and nurture innovation in a dynamic academic setting.

<div style="font-size: 0.95em; line-height: 1.4;"><p align="justify">The (A) case outlines the process leading to the rebranding of the Tepper School of Business (the Tepper School) at Carnegie Mellon University (CMU). Lynda Oliver, chief marketing and communications officer at the Tepper School hired Digital Pulp, a New York-based advertising agency, for this project. The case outlines the marketing research process and findings—including a competitive brand analysis and several in-depth interviews and focus groups—that led to a new messaging hierarchy for the Tepper School to represent the school’s new positioning. Oliver had to choose between five proposed new slogans for the Tepper School to communicate this new positioning to the public and present her choice to the dean for approval. The chosen slogan had to reflect the Tepper School’s new competitive positioning and serve as the unifying basis for all future marketing communications. The (B) case presents the chosen slogan as well as a brief description of the proposed implementation process. It also presents sample advertisements, asking students to develop additional ones following the same format.

<div style="font-size: 0.93em; line-height: 1.4;"><p align="justify">This is the B-case for product W37078. Lynda Oliver and her team at the Tepper School of Business at Carnegie Mellon University developed the new slogan, "The Intelligent Future," to emphasize analytics, interdisciplinary learning, and human judgment in decision-making. This rebranding effort, supported by Dean Isabelle Bajeux-Besnainou, was aimed at positioning Tepper as forward-looking and innovative. The comprehensive rebranding included a new voice and tone guide, updated visual design, and a digital advertising campaign that highlighted Tepper's unique strengths. The new branding, launched in September 2021, garnered strong support from stakeholders and prospective students, effectively positioning Tepper among the nation's elite business schools.

This presentation is intended to accompany W37078. It can provide instructors with additional material to enrich classroom discussion by introducing students to an additional aspect of how a brand achieves consistent messaging and positioning.

In August 2020, Sterlite Copper, a mining company in India, was shut down for good by the Madras High Court following a lengthy legal battle with the local Indian community, who accused the mine of environmental pollution. This verdict was a blow for Anil Agarwal, the executive chairman of the mine’s parent company, Vedanta Resources Limited (VRL), because the mine’s closing not only caused serious economic losses but also damaged VRL’s reputation around the world. Subsidiaries of VRL had successfully operated in Ireland and Australia—both developed economies—but had faced strong opposition in developing economies such as Zambia, Namibia, and India. Although VRL publicly advocated for corporate social responsibility and had received awards for its sustainability practices, the company continued to experience a lack of social consent from the local communities surrounding its operations in developing countries. Why was VRL failing in those countries despite its profitable operations? Were there cleaner and more efficient ways of extracting minerals to improve the company’s sustainability? Or were there other environmental, social, and governance factors that made mining difficult in developing economies?

Nihilent Limited (Nihilent), established in 2000, is an information technology (IT) services and consulting company based in Pune, India. Nihilent has been led by a charismatic and very creative leader who has been leading the go to market and client acquisition strategies through his design thinking workshops. Most work has been acquired based on his personal credibility. <br><br>How can the company sustain creative disruption through humanizing technology that the founder has so painstakingly built? Can the right leadership be found to carry the company vision forward? Can the government's policies and ecosystem help Nihilent gain competitive advantage?

Aritzia Inc., a prominent figure in the fashion retail sector, cultivated a reputation for its stylish designs and boutique atmosphere, attracting both customers and prospective employees who sought to be part of its esteemed brand image. However, a July 2023 article on the global business news website Business Insider revealed allegations by former employees of a toxic work environment characterized by high-pressure tactics and racial discrimination. The article ignited reactions across social media platforms, prompting widespread discussion and company backlash. The current chief executive officer was tasked with addressing the allegations and improving workplace dynamics at Aritzia stores. Her need to manage the company’s reputation was particularly critical, based on its image as a champion of equity, diversity, and inclusion. She had to act quickly to uphold the company’s brand image and nurture positive relationships with stakeholders.

Noah Joss had received a full-time job offer from Genesis Consulting, following his summer internship there. While a full-time offer had been his goal, Joss started to think critically about the compensation package and the working hours expected of him. Worried about making the wrong decision, Joss worked with his study group to come up with a compensation survey for those working in consulting that could be used as a reference point when deciding whether to accept the offers they had secured. After receiving a data set of survey responses from a consulting-focused media organization, Joss needed to analyze the data to inform his decision of whether to accept the offer, as well as to better understand the consulting sector’s compensation packages.

Spreadsheet to accompany product W38323.