This three-case series, set internationally (Japan) explores corporate responsibility and brand rebuilding in the face of a serious crisis. Suitable for MBA, executive education, and undergraduate students, it depicts a consumer advocate's decision-making process as she considers whether to help the company restore its reputation. In spring 2002, leading consumer activist Nobuko Hiwasa was invited to join the Japanese company Snow Brand Milk Products' board of directors. The CEO wanted her to assist in SBM's revitalization efforts, which were being implemented in the wake of two recent scandals-contaminated milk and beef mislabeling-that had almost brought down the venerable company. Hiwasa had to decide whether to take on this Herculean task. Was the company sincere in wanting to reform and revitalize? Would she be accepted as an equal among the board members, and would her views and suggestions be given serious consideration? Was the request publicity-driven? How would fellow consumer advocates view her if she accepted the position? This case details the history of Snow Brand Milk Products and the missteps and scandals that plagued it in the 1990s and early part of the decade that followed, and includes Nobuko Hiwasa's decision making process as she considers whether to join the board of a company that has been badly tainted by scandal.

This case outlines the turnaround efforts Snow Brand undertook to address its grave missteps: shifting to a consumer-oriented, integrity-focused management style; providing greater transparency and communication; establishing a corporate ethics committee and a Snow Brands Code of Conduct. In June 2002, after much consideration and reflection on Snow Brand's issues (as outlined in the A case), consumer activist Nobuko Hiwasa joined its new board as its sole outside director, serving as the impetus for the changes the company made. Her appointment indicated Snow Brand Milk Products was indeed serious about reform and revitalization.

The turnaround at Snow Brand Milk Products was a real learning experience for all involved. The lessons were many, and while prioritizing them was difficult, it seemed clear that the most significant was the realization that the company existed to serve the consumer and, through that service, the broader society. This brief case outlines the successes that Nobuko Hiwasa pushed Snow Brand management to accomplish, and introduces the challenges that the company faced in 2009: primarily, continuing to build its Corporate Social Responsibility approach and addressing environmental and social issues.