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Indonesia’s Asia Pulp & Paper (APP), the world’s largest pulp and paper company, was attacked in 2011 by Greenpeace in a global campaign against buyers of APP packaging, particularly Mattel. The managing director of APP’s sustainability and stakeholder engagement (SSE) had to address lost sales and the accusation of greenwashing and devise an appropriate response to Greenpeace’s challenge while implementing the APP Group chairman’s goals to promote climate conservation, community, and commerce. In November 2014, the managing director of SSE had to assess the current progress of the Forest Conservation Policy and APP’s relationships with its stakeholders.

In 2014, the general manager of the established and successful Hong Kong-based company Hung Fook Tong, which produced and sold herbal teas, wondered how his company could profitably expand to mainland China. After Hung Fook Tong’s recent initial public offering on the Hong Kong Stock Exchange, its shareholders’ equity had tripled. The initial public offering committed Hung Fook Tong to expanding its business in mainland China; however, that market posed many challenges, in part because it represented a far larger market. The general manager knew it was critical to determine a suitable and successful expansion strategy.

In 2014, the general manager of the established and successful Hong Kong-based company Hung Fook Tong, which produced and sold herbal teas, wondered how his company could profitably expand to mainland China. After Hung Fook Tong's recent initial public offering on the Hong Kong Stock Exchange, its shareholders' equity had tripled. The initial public offering committed Hung Fook Tong to expanding its business in mainland China; however, that market posed many challenges, in part because it represented a far larger market. The general manager knew it was critical to determine a suitable and successful expansion strategy.

Cisco Systems, Inc., the dominant global supplier of the routers and switches that formed the backbone of the Internet, was considering entry into the cloud-based education market in China through the design and marketing of an in-classroom device, the Sunbird. The new vice-president and chief technology officer of Enterprise Networking Group, Cisco Greater China, had met with a Politburo member of the Communist Party of China and State Councilor with responsibilities including China’s science, technology and education policies. The vice-president had introduced Cisco’s global operations and the two women had discussed partnering, technology transfer, cross branding, joint product and service development, cooperation with Chinese companies, and the IT revolution and its effect on Chinese education. How could Cisco profitably join in the Chinese education IT revolution? Cisco had never entered the educational IT equipment space in any part of the world with its own dedicated product. Should it develop the Sunbird for the Chinese market?<br><br> A <a href=https://www.youtube.com/watch?v=Fa9uTc1JKDI>video is available for viewing online.

Cisco Systems, Inc., the dominant global supplier of the routers and switches that formed the backbone of the Internet, was considering entry into the cloud-based education market in China through the design and marketing of an in-classroom device, the Sunbird. The new vice-president and chief technology officer of Enterprise Networking Group, Cisco Greater China, had met with a Politburo member of the Communist Party of China and State Councilor with responsibilities including China's science, technology and education policies. The vice-president had introduced Cisco's global operations and the two women had discussed partnering, technology transfer, cross branding, joint product and service development, cooperation with Chinese companies, and the IT revolution and its effect on Chinese education. How could Cisco profitably join in the Chinese education IT revolution? Cisco had never entered the educational IT equipment space in any part of the world with its own dedicated product. Should it develop the Sunbird for the Chinese market?

The chairman and chief executive officer of China Merchants Bank (CMB) had led CMB through a decade of rapid development, implementing two transformations to save capital, develop culture and serve the financial needs of China's new businesses and consumers. Notwithstanding successes, however, CMB's capital constraint was biting and the stock market was punishing CMB's shareholders. Slower domestic growth, an uncertain international economy and increased government regulation increased the challenge facing the chairman: to set CMB's future strategy.

The chairman and chief executive officer of China Merchants Bank (CMB) had led CMB through a decade of rapid development, implementing two transformations to save capital, develop culture and serve the financial needs of China’s new businesses and consumers. Notwithstanding successes, however, CMB’s capital constraint was biting and the stock market was punishing CMB’s shareholders. Slower domestic growth, an uncertain international economy and increased government regulation increased the challenge facing the chairman: to set CMB’s future strategy.<br><br> A <a href=http://www.youtube.com/watch?v=KwMdKTew4nE&feature=em-share_video_user>video is available for viewing online.