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On February 16, 2021, Slave Free Chocolate removed Tony's Chocolonely (Tony's), a chocolate company based in Amsterdam, the Netherlands, from its "Ethical Chocolate Companies" list due to Tony's association with Barry Callebaut, a cocoa processor associated with child slavery in West Africa. Tony's, a B Corp-certified company whose founding mission was to eradicate child slavery from the cocoa supply chain, had to address its public removal from the list immediately to maintain the company's credibility. How should the chief executive officer of Tony's respond to the removal?

In early June 2021, an independent investigation team released its report into the way Japan-based Toshiba Corporation (Toshiba) had conducted its 2020 annual shareholder meeting, finding that the company had mishandled the annual general meeting with respect to shareholder rights. As a result, Toshiba had to deal with the immediate problem of putting up a new slate of nominee board directors to be put to a vote at the next annual shareholder meeting to be held on June 25, 2021. Toshiba also had to deal with the long-term problem of improving the company's corporate governance and re-establish trust in the way the company was run. The board had one week in which to prepare a plan to present at the annual general meeting that would restore trust in the company.

In late January 2021, Robinhood Markets Inc. (Robinhood), the California-based start-up that had upended the securities brokerage industry with its zero-commission trades, faced legal and market challenges. The US Securities and Exchange Commission had imposed a hefty fine on the company for its inadequate disclosure of payments to market brokers. In addition, a state regulator had filed an administrative complaint about the start-up's "gamification" of investing that had arguably led unwitting customers to lose money. A huge run-up in the stock of GameStop Corp. had put the spotlight on Robinhood and its business practices. On the competitive front, both traditional brokers such as Charles Schwab Corporation and Webull Financial LLC, a China-based start-up, were challenging Robinhood for the millennial investor customer base. Robinhood’s co-founder and chief executive officer, Vladimir Tenev, and his team needed to respond to these challenges so the company could file papers in March 2021 for a mid-2021 initial public offering.

In late January 2021, Robinhood Markets Inc. (Robinhood), the California-based start-up that had upended the securities brokerage industry with its zero-commission trades, faced legal and market challenges. The US Securities and Exchange Commission had imposed a hefty fine on the company for its inadequate disclosure of payments to market brokers. In addition, a state regulator had filed an administrative complaint about the start-up's "gamification" of investing that had arguably led unwitting customers to lose money. A huge run-up in the stock of GameStop Corp. had put the spotlight on Robinhood and its business practices. On the competitive front, both traditional brokers such as Charles Schwab Corporation and Webull Financial LLC, a China-based start-up, were challenging Robinhood for the millennial investor customer base. Robinhood's co-founder and chief executive officer, Vladimir Tenev, and his team needed to respond to these challenges so the company could file papers in March 2021 for a mid-2021 initial public offering.

Our Santa Fe River, Inc, is a nonprofit organization committed to protecting the waters and lands supporting the aquifer, springs, and rivers that drain into the Santa Fe River in northern Florida. Michael Roth, president of Santa Fe River, is faced with the decision of how best to lead this organization in protecting the Santa Fe River watershed from Seven Springs Water Company (Seven Springs) and Nestle Waters North America's (NWNA) intent to withdraw 1.152 million gallons of spring water per day for NWNA's bottled water business. Seven Springs Water and NWNA had filed an appeal to the Division of Administrative Hearings (DOAH) preempting the Suwannee River Water Management District's (SRWMD) proposed denial of the renewal of the water use permit to source water from the springs at Devil's Eye Complex, which was part of the watershed for the Santa Fe River. Michael Roth and Our Santa Fe River (OSFR) board needed to decide on the optimal response to support efforts to finalize the denial of this water use permit.

In January 2019, eBay Inc. (eBay), a California-based e-commerce company, faced an activist campaign centred on its portfolio of businesses. Elliott Management Corporation, the hedge fund leading the campaign, believed that StubHub and Classifieds, two of eBay’s companies, did not belong in eBay’s portfolio and that their real value was hidden by eBay’s ownership. The hedge fund also argued that the lack of focus in eBay’s portfolio was distracting the company’s senior management from Marketplace, eBay’s core business, which was facing stiff competition from other major online retailers. What should the chief executive officer and board chairman do to address these charges about eBay’s corporate strategy?

In January 2019, eBay Inc. (eBay), a California-based e-commerce company, faced an activist campaign centred on its portfolio of businesses. Elliott Management Corporation, the hedge fund leading the campaign, believed that StubHub and Classifieds, two of eBay's companies, did not belong in eBay's portfolio and that their real value was hidden by eBay's ownership. The hedge fund also argued that the lack of focus in eBay's portfolio was distracting the company's senior management from Marketplace, eBay's core business, which was facing stiff competition from other major online retailers. What should the chief executive officer and board chairman do to address these charges about eBay's corporate strategy?

In 2018, Nestlé, the Switzerland-based, multinational food and nutrition company, faced an activist campaign by Third Point LLC regarding the company's passive stake in L'Oréal. In its June 2017 letter, which was followed up by a July 2018 reminder, the activist fund urged Nestlé to sell its L'Oréal stake and use the funds to strengthen its position in its core health and nutrition markets. L'Oréal was also asking Nestlé to clarify its position regarding the investment. Nestlé's recently appointed chief executive officer needed to make a decision regarding the L'Oréal stake. How should he address the activist fund and respond to L’Oréal’s request?

In 2018, Nestlé, the Switzerland-based, multinational food and nutrition company, faced an activist campaign by Third Point LLC regarding the company's passive stake in L'Oréal. In its June 2017 letter, which was followed up by a July 2018 reminder, the activist fund urged Nestlé to sell its L'Oréal stake and use the funds to strengthen its position in its core health and nutrition markets. L'Oréal was also asking Nestlé to clarify its position regarding the investment. Nestlé's recently appointed chief executive officer needed to make a decision regarding the L'Oréal stake. How should he address the activist fund and respond to L'Oréal's request?

In August 2018, MoviePass, a New York City-based movie ticket subscription service, faced an acute cash crisis that threatened its ability to continue in business. The company had disrupted the movie exhibition industry by offering movie tickets at a discounted monthly subscription price. Despite having quickly grown its subscription base to 3.2 million, it faced several challenges. The company had cash to survive for only the next two months, and a competitor was pushing its own subscription service. As a disruptor in the newly emerging subscription economy, MoviePass faced an existential crisis. How could the chief executive officer and his team increase MoviePass's subscription base and turn the company's first-mover and wider-network advantages into greater profitability-before the company ran out of capital?

In August 2018, MoviePass, a New York City–based movie ticket subscription service, faced an acute cash crisis that threatened its ability to continue in business. The company had disrupted the movie exhibition industry by offering movie tickets at a discounted monthly subscription price. Despite having quickly grown its subscription base to 3.2 million, it faced several challenges. The company had cash to survive for only the next two months, and a competitor was pushing its own subscription service. As a disruptor in the newly emerging subscription economy, MoviePass faced an existential crisis. How could the chief executive officer and his team increase MoviePass's subscription base and turn the company’s first-mover and wider-network advantages into greater profitability—before the company ran out of capital?

Baldor Specialty Foods, a family owned, New York City-based food intermediary, served business customers in the country's north east corridor. A key activity that Baldor performed, called the "Fresh Cuts" program, was sourcing and preparing various vegetables for use by its customers. An outgrowth of Fresh Cuts was the approximately 150,000 pounds per week of produce scraps generated that was unfit for sale. Thomas McQuillan, Baldor's Vice President of Corporate Strategy, Culture, and Sustainability was charged with the disposal of these scraps in an environmentally friendly way that would also help the company's bottom line. After McQuillan designated Baldor's food scraps as "SparCs," ("scraps" spelled backwards) he and the company had early success in selling "SparCs" primarily for animal consumption and partly for human use. However, in 2018, waste disposal continued to be a significant cost for the company. At an upcoming offsite company retreat, McQuillan had to present a plan to address Baldor's food waste disposal that would help the company both financially and, in its sustainability standing.

In August 2017, AMC Networks Inc. (AMCN), a New York City–based cable television provider, faced a lawsuit from the creative talent behind the hit show The Walking Dead. The lawsuit charged that AMCN used its vertical integration into content development to reduce the profits available for distribution to participants. For AMCN, which was originally a content distributor, expanding into content creation through its AMC Studios had several benefits. However, the industry was changing with the advent of online streaming services such as Netflix Inc., Hulu, and Amazon Prime, as well as an industry-wide shift among cable networks to offer proprietary content. These changes had an impact on the relationship between the business and the creative side of the industry. AMCN’s chief executive officer had to decide how to respond to the lawsuit.

In August 2017, AMC Networks Inc. (AMCN), a New York City-based cable television provider, faced a lawsuit from the creative talent behind the hit show The Walking Dead. The lawsuit charged that AMCN used its vertical integration into content development to reduce the profits available for distribution to participants. For AMCN, which was originally a content distributor, expanding into content creation through its AMC Studios had several benefits. However, the industry was changing with the advent of online streaming services such as Netflix Inc., Hulu, and Amazon Prime, as well as an industry-wide shift among cable networks to offer proprietary content. These changes had an impact on the relationship between the business and the creative side of the industry. AMCN's chief executive officer had to decide how to respond to the lawsuit.

In 2016, Fair and Handsome, a skin-whitening cream produced by Emami Limited, led the men's fairness skin cream category in India, with a market share of 60 per cent. In late 2017, however, the company faced both a public backlash and an adverse court decision about its marketing of the product. A growing movement called Dark is Beautiful was galvanizing support against companies that portrayed fairer skin colour as a means for both personal and professional fulfillment. The company had also appealed a lower court's decision to ban the company's use of skin whitening in its advertisements. Since the product was earmarked for significant growth in the next five years, the company needed to develop an immediate response. What should it do?

In 2016, Fair and Handsome, a skin-whitening cream produced by Emami Limited, led the men's fairness skin cream category in India, with a market share of 60 per cent. In late 2017, however, the company faced both a public backlash and an adverse court decision about its marketing of the product. A growing movement called Dark is Beautiful was galvanizing support against companies that portrayed fairer skin colour as a means for both personal and professional fulfillment. The company had also appealed a lower court's decision to ban the company's use of skin whitening in its advertisements. Since the product was earmarked for significant growth in the next five years, the company needed to develop an immediate response. What should it do?

Viacom, Inc., a New York City-based media company, owned Paramount Pictures and popular television channels such as MTV, Comedy Central, and Nickelodeon. Viacom was controlled by Sumner Redstone and run by his hand-picked second in command. In 2016, the 92-year-old Redstone, facing a claim of mental incompetency because of his advanced age, stepped down from his role as executive chair of the board. This led to several issues regarding corporate governance at the company. Viacom’s board of directors faced a lawsuit from a shareholder claiming that a mentally incompetent Redstone was playing a role on the board; an activist investor accused the company of a lack of governance and poor leadership. The newly elected lead independent director needed to address the board of directors’ role in this embattled company.

Viacom, Inc., a New York City-based media company, owned Paramount Pictures and popular television channels such as MTV, Comedy Central, and Nickelodeon. Viacom was controlled by Sumner Redstone and run by his hand-picked second in command. In 2016, the 92-year-old Redstone, facing a claim of mental incompetency because of his advanced age, stepped down from his role as executive chair of the board. This led to several issues regarding corporate governance at the company. Viacom's board of directors faced a lawsuit from a shareholder claiming that a mentally incompetent Redstone was playing a role on the board; an activist investor accused the company of a lack of governance and poor leadership. The newly elected lead independent director needed to address the board of directors' role in this embattled company.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - John Molson MBA Case Writing Competition</strong></p><br>When Etsy proceeded with an initial public offering on the New York Stock Exchange in April 2015, it was the second U.S. company to go public as a certified B Corporation. Etsy’s status as a B Corporation meant that social responsibility was ingrained in its mission. However, as an online marketplace for artisanal goods, Etsy faced a number of challenges. Principal among them was the launch of the new online store Handmade at Amazon, a direct attack on Etsy. Etsy had a core base of merchants and buyers, but Amazon had significantly more as well as a greater level of financial security than Etsy. Etsy’s fast growth had also put pressure on its merchants’ ability to offer larger quantities of handmade goods. Many merchants were pressing the company to allow sales from large-scale manufacturing, a path the company had eschewed since its start. Could Etsy find a way to successfully confront these challenges while maintaining its B Corporation ethos?

When Etsy proceeded with an initial public offering on the New York Stock Exchange in April 2015, it was the second U.S. company to go public as a certified B Corporation. Etsy's status as a B Corporation meant that social responsibility was ingrained in its mission. However, as an online marketplace for artisanal goods, Etsy faced a number of challenges. Principal among them was the launch of the new online store "Handmade" at Amazon, a direct attack on Etsy. Etsy had a core base of merchants and buyers, but Amazon had significantly more as well as a higher level of financial security than Etsy. Etsy's fast growth had also put pressure on its merchants' ability to offer larger quantities of handmade goods. Many merchants were pressing the company to allow sales from large-scale manufacturing, a path the company had eschewed since its start. Could Etsy find a way to successfully confront these challenges while maintaining its B Corporation ethos?