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Due to health, environmental, and animal welfare concerns, increasing numbers of consumers have been switching to vegetarian, vegan, and flexitarian diets. This value migration in customer demand has driven consisten growth in the plant-based food market over the last 20 years, although at a slowing rate in 2022. Demand growth for plant-based products has provided an opportunity for startups and new ventures, as well as for legacy food producers in the United States. These companies entered the new plant-based food market using a variety of mechanisms including acquisition, organic growth, and partnerships. Powerful retailers such as Kroger, Walmart, and Whole Foods also entered the plant-based food market with private label brands. * In 2022, Kraft Heinz and NotCo announced a new joint venture (JV), The Kraft Heinz Not Company. Kraft Heinz in 2022 was the fifth largest food and beverage company in the world with a broadly diversified porduct portfolio. NotCo was a Chilean, plant-based, food-tech company that used artificial intelligence algorithms to produce plant-based food. The goal for the JV was to capitalize on the may strengths of Kraft Heinz including scale, product portfolio, commercialization know-ho and access to distribution channels, and on the unique leadership NotCo brought to the venture as a technology company in the food business. * The JV posed interesting challenges for Lucho Lopez-May, newCEO of The Kraft Heinz Not Company, LLC, as well as for the two separate companies Kraft Heinz and NotCo. How could the new JV best position to face the challenges of working with parent companies? Were there specific conflicts of interest that would need to be addressed early to manage different relationships and decisions across these organizations? Were the goals of the JV and the individual companies similar or different?

The case describes the launch of a newly designed Apple Watch, a smartwatch, and the market for wearable technology at the time of the launch. Apple Watch was launched in April 2015 by Apple Inc. with a big fanfare and generated a lot of buzz in the media and amongst Apple brand aficionados. Apple Watch entered the market at the price of $349. Samsung was the first mover in this market and held the largest market share at the time of the launch. Its Samsung Gear S was sold at $380. Pebble held the second largest share in the market and distinguished itself in the market by its simplicity and long battery life. Was the choice of the R&D at Apple in designing features of the new Apple Watch aligned with best opportunities in the market? What was the objective of the pricing strategy at which Apple Watch was introduced? What kind of market dynamic might have ensued as a result of the product definition and pricing decisions at launch? The case provides a concise description of the market for wearable technology, characteristics of the products in the market, and estimates of the demand forecast faced by Apple at the time of launch. How did Apple position its product in the market? How did the demand forecast for Apple Watch align with the revenue and cost data?