The case deals with the challenges faced by Anglo American mining corporation in managing local community relations where it has mining operations. The issues are complex and threaten the ability of the company to operate and even the viability of mining operations directly. The complexity is primarily due to the government policies that require mining companies to take on responsibilities for infrastructure and service delivery as a condition for obtaining a mining license. At the same time, the government does not actively support either local communities or the mines and is largely a passive observer. And, there are historical problems concerning land ownership (by individuals or by communities) as well as the challenge of resettling the people displaced by mining operations.

This Note explains some of the key issues of international trade policy. That entails examining the reasons that governments impose tariffs and non-tariff barriers to imports, although there are some other issues as well, such as export subsidies and financial policies that affect international trade. A core aspect of this policy analysis is to recognize that governments need to pursue policies that have not just economic goals, but also political and social ones as well. So, a trade policy that hurts domestic consumers, for example, may be very sensible for a government that needs to satisfy a particular political or social group in the country, such as a powerful union or a political party whose constituents oppose imports.

Swartzberg knew his expansion model was working but wondered if the strategy of partnering with insurance companies was not limiting the potential of South-Africa-based Vitality Group. Swartzberg was concerned about the possible limitations of this model and wondered if the time had come for Vitality to acquire a license and go it alone as a fully-fledged insurance company in a new market. According to Swartzberg, "We are an insurance company; however, we sell our intellectual property internationally. So far it's going well and we are successful. Our dilemma is whether we should have our own license in a country, take the risk ourselves, and get involved in capital investment? Or should we continue with our existing business model of offering intellectual property to partners and expand along with them?"

This case presents the real-world history of a field program to promote the financing of viable small and medium enterprises (SMEs) in one of the poorest and most troubled countries of the world. A key goal and expectation of the donor-funded project was the promotion of social enterprises - sustainable local businesses that create employment and promote economic development. A second, and just as significant expectation, is that the services provided by this program on a subsidized basis should also become sustainable, as a service that can be costed-out to the financial institutions and clients. The idea of 2 Bridges refers to the two sides of the effort: one that operates through lending by commercial banks, and one that operates through creation of an angel venture fund to invest in equity of the SMEs. The program in Honduras is described in detail, along with issues and questions for further analysis, discussion, debate, and potential implementation in other countries and contexts.

In November 2011, Jacko Maree, Chief Executive of Standard Bank Group, was reviewing the Group's major decisions in recent years, thinking about the future, and looking for opportunities as South Africa emerged from the global financial crisis of 2008-10. The Group had fared relatively well during the financial crisis, in the sense that no major losses had occurred, and there was almost no exposure at all to the U.S. real estate market or to derivatives based on mortgages there. Even so, the global slowdown had hurt South Africa, and Standard Bank's core businesses there had suffered as well. To keep shareholders happy, the Group needed to demonstrate a clear strategic direction and to demonstrate commitment to that strategy, possibly by pursuing acquisition(s) or other kinds of expansion.

This case deals with the problems that Platmin faces as it heads toward full production at a new open-cast mine in Pilanesberg, South Africa. Platmin is in a very difficult situation that is affecting the viability of the operation. The main issue is the timing of the production — investment in mining is typically heavy in the beginning, but when the mine starts producing, payback of loans is usually substantial. Any delay in production has an exaggerated effect on the payback period and, by extension, the viability of the mine. The second major issue is the economic downturn, which has seen the price of platinum decline substantially; however, this may benefit Platmin because it is a low-cost producer, and the downturn has led to some competitors leaving the industry or “mothballing” operations that are not viable at the current platinum price. On the other hand, while Platmin is seeing a shakeup in the industry, it is experiencing pressures on its margins, and this also has an effect on its capital funding.

Ecuador's main industry is petroleum, which generates half of export earning, finances much of the government budget, and employs directly more than 12,000 people in a country of 14 million people. The oil was discovered by foreign oil companies, produced and distributed largely by them until a national company was created in 1974, and is exported to them by the government-owned company and by the remaining companies operating in Ecuador. Relations between the companies and the government have been quite turbulent, with the government taking partial ownership of the main company in 1974, buying out Gulf Oil a year later, and finally taking Texaco's share in 1992. Only medium-sized and small foreign oil companies remain, since the opportunities in Ecuador are limited, and the government has proven unreliable in its regulation of the firms. This case describes the process through which a second oil pipeline was built in 2001 to transport oil from the jungle to the coast, and the dealing between the companies and the government during that process. Even in 2004 there were several major unresolved issues that left government-company relations on very conflictive terms.