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Multinational, multi-brand hotel corporations serve almost all segments of the market. They own hotels and work with other hotel owners through leases, management contracts and franchise agreements. In the hotel business it is widespread to receive contracts for management, but many well-known players use franchising agreements during their global expansion. In 2011, Hyatt Hotels Corporation has announced that its select-service brands are expanding internationally. Among other issues, the leadership of the corporation now needs to find answers for several questions: What modes of entry should be used in brand internationalization? How should new internationalization opportunities be pursued for the lower-category Hyatt Place while maintaining the company’s premium brand?

The Caribbean Information and Credit Rating Services (CariCRIS) cases depict the strategic dynamics of setting up a first-of-its-kind international venture by an Indian credit rating agency in an emerging market. The cases trace the institutional and market development challenges in the evolution of this international joint venture (IJV) in a multi-country setting in the Caribbean and the strategic dilemmas faced by the expatriate chief executive officer (CEO) in setting up the new venture by leveraging home-country experience. Case (A) focuses on the unfolding events and the business environment that define the strategic context for the IJV’s formation and up to a point in time when the management is poised to make critical market entry-related decisions. Also see case (B) 9B14M084.

This is a supplement to case (A) 9B14M082.<br><br>The CariCRIS cases depict the strategic dynamics and market entry challenges of setting up a first-of-its-kind venture by an Indian credit rating agency in a multi-country setting in the Caribbean. While Case (A) focuses on pre-market launch strategic dilemmas, Case (B) traces the continuing obstacles to the firm’s market development subsequent to its launch and the critical issues that confront the management team at a juncture when a change of leadership is imminent. The cases also seek to highlight legitimacy issues that could confront a start-up with dominant emerging-market credentials in entering another emerging, but geographically and culturally distant market.

The managing director, founder and promoter of Manjushree Technopak Limited, based in Bangalore, India, had exploited various market opportunities to establish his third venture, which over 20 years had become the largest manufacturer of polyethylene terephthalate bottles and preforms in Southeast Asia. His brother and sons had also joined the company, which was listed on the Bombay Stock Exchange, and were now co-directors under his leadership. By 2013, the company was ready to expand to meet the growing demand for plastic containers in the food, beverage, health care and pharmaceutical industries and to counter its competition. It needed to convey a clear vision to all its stakeholders. Growth also meant the need for clarity in leadership roles and a sound internal governance structure. The managing director had three choices: 1) continue the status quo with himself as head of the company; 2) step aside and allow his professionally qualified sons to step up to the company leadership; or, 3) hire a professional from the corporate world as a new chief executive officer.

SABMiller, the world’s second largest brewer, has developed a business model in Mozambique that represents a radical departure from the firm’s traditional approach to beer production. Despite this multinational’s well-developed global supply chains and heavily centralized processes, it has disrupted both established processes and products and has, instead, innovated to produce a cassava-based beer in an effort to serve the low-income consumers who comprise the bulk of the African economic pyramid. In a marked departure from corporate best practices, the manufacturing process begins outside of the brewery and in the vicinity of the scattered and rural cassava farming plots.

Teofilo Oil Services was a privately owned Brazilian oil services and production company. Roberto Teofilo, the owner, had started the company in 2000. Originally founded to provide oil field services, it had eventually moved into field operations management, and was now expanding into full field production. The company would now be investing significantly in field licenses and well work (revitalization of an older closed field), and not just providing fee-based services. The Brazilian government was about to ask for tenders on a number of fields, and Teofilo was interested in Field 17A. The current challenge was to decide if and, if so, how much to bid on the closed field.

Ideas Kitchen is a medium-sized kitchen maker that specializes in customizing the modular kitchen. As a result, it has built a loyal customer base. Business has been relatively good for Ideas Kitchen, and the company has been doing well financially. It has been capitalizing on the burgeoning growth of the modular kitchen market in India. However, several foreign players have begun entering the Indian market and almost all of them have been expanding at a rapid pace either through franchise models or by opening showrooms in a number of cities. The founder of Ideas Kitchen is in a dilemma about whether to stay a niche business or to take a bold step toward expanding product range and geographical reach.

During Sir Robert Wilson's 30+-year Rio Tinto career, the company evolved from taking a reactive response to external stakeholder criticism to a proactive position to help the mining industry embrace sustainable development practices. Wilson championed Rio Tinto's efforts to transform the company with initiatives such as those that countered apartheid in South Africa; introduced conservation programs in Madagascar and Western Australia; and established the Inland Sea Shorebird Reserve project in Utah-efforts which have all become models for the mining industry. He championed the Global Mining Initiative and the Mining Minerals and Sustainable Development project to encourage the improvement of industry sustainable development practices thorough shared learning and dialogue. Along with 40 transnational companies, Rio Tinto signed the Global Compact, which supported the promotion of sustainable development. Despite all of these activities, Rio Tinto encountered significant criticism from a variety of stakeholders. As Sir Robert Wilson prepared to hand over the reins of the company to oil industry veteran Paul Skinner, he contemplated the insights he would pass along to his successor. He was certain that society's expectations of the corporate responsibility of all industry, and especially of MNCs, were going to continue to increase. He was also certain that sustainable development had to be more than a one-off effect on communities in which they operate. Yet, there were important questions to be answered: Sustainable development sounded good, but could Rio Tinto make the business case for embracing this approach? Why had some stakeholder groups persisted in believing that a mining company claiming to embrace sustainable development was a sham? What steps would he recommend that Skinner take to continue Rio Tinto's sustainable development agenda?

The director of Planning and Development Services for the City of Prince Albert, Saskatchewan, is evaluating various models of regional economic development. He needs to recommend to the Economic Development Committee whether an in-house, arm's-length or blended model would be best for the City of Prince Albert and its surrounding region. He also needs to provide direction on the strategic planning process that should follow the formation of a new regional body. Although the director is optimistic about the possibilities, he knows that some stakeholders perceive the City of Prince Albert as fostering an attitude counter to inclusiveness. Gaining buy-in from these stakeholders is critical to success, regardless of the model he proposes.

This three-part case traces Carrie Wagner's career in a single, large international package delivery company over a 30-year period during which she rose through the ranks from a student's summer job to senior executive positions. Part (A) - Early Career, from Student to Manager (4 p.) - Carrie joins a large multi-national as a summer student when she is 19 years old. Upon graduation, she takes a full-time job in the budget department. After six months in this position she is promoted to manager at the age of 22. Carrie knows nothing about finance and Jim, her Executive Director, is an invaluable ally.

This three-part case traces Carrie Wagner's career in a single, large international package delivery company over a 30-year period during which she rose through the ranks from a student's summer job to senior executive positions. Part (B) - Towards Senior Management (4 p.) - This section details Carrie's career from the age of 30 to 45, where she climbed several management levels up to the position of Executive Director.

This three-part case traces Carrie Wagner's career in a single, large international package delivery company over a 30-year period during which she rose through the ranks from a student's summer job to senior executive positions. Part (C) - Cutting the Cord? (5 p.) - At 46, Carrie is seen as a potential VP, and reluctantly accepts a job as head of Human Resources, reporting to the President and his first VPs. The case describes the challenges of this new position for Carrie and how she finds it difficult to work in an advisory role that is disconnected from operations. After five years in this position, she becomes aware of an opportunity outside the company that piques her interest. This opportunity, combined with several other considerations, including professional as well personal factors, lead Carrie to wonder whether she should not give up on a possible VP position and ""cut the cord"" with the company where she has worked for 30 years.

Cameron Trebbi is a senior executive overseeing accounting policy at a large global auditing firm. His role is to lobby the firm's position with various accounting rule-making bodies worldwide. The firm is close to acquiring as new audit clients a consortium of Chinese state-owned enterprises. The consortium has asked Trebbi's firm to seek an exception for state-owned enterprises on a proposed accounting rule. But Trebbi thinks such an exception is unsound accounting policy. He must decide how he will lobby, knowing that his testimony is highly valued by the accounting rule-making body and is likely to be unchallenged.

This case describes how to champion and implement organizational change from the middle by recounting the experiences of Iz-Lynn Chan at Far East Organization.

Set in 2013, this case describes the expansion of car2go, a popular car sharing service developed by Daimler AG. The case addresses the changing commuting preferences among urban residents, the evolution of urban transportation and new service developments in the automotive products market. Unlike traditional models of car sharing or renting, which required advance bookings, hourly billing and returns to the originating location, car2go’s business model offered minute-based rates and a free-floating selection of cars that allowed customers to pick up or leave vehicles wherever they liked.

Peninsula Industries' U.S. country manager, Peter Lee, has a problem-his star hire, Dylan Pierce, is threatening to quit. Peninsula is a large Korean conglomerate multinational that has been keen to attract foreigners. Dylan was hired by Peter to work in Peninsula's U.S. operations. After 18 months, Dylan was promoted to company HQ in Seoul, to work with Peter's former boss. Dylan, who is gay and who thrived at Peninsula's California office, quickly runs afoul of the conservative culture at Peninsula's Korean HQ. Dylan's boss in Korea tells him he needs to be less "girly" if he wants to succeed at the company. Angered, humiliated, and confused, Dylan tells Peter he's ready to quit. Peter must respond.

MAY 21, 2014, MANILA. For the first time, the World Economic Forum (WEF) had come to the Philippines. Ayala Corporation, one of the nation's oldest and most successful conglomerates, hosted an evening reception that brought together the "Who's Who" of the Philippines. Jaime Augusto and Fernando Zobel de Ayala, the seventh generation chairman and president, respectively, of the Ayala Corporation, were inspiring and natural ambassadors, promoting the Philippines as an up-and-coming market to global investors and potential business partners, investing time and effort in nation-building activities. Just after the East Asia Forum, Ayala's biannual executive strategy meeting was held, with some eighth generation family members attending for the first time. Among the topics discussed were how to strategically allocate resources to grow the corporation inside and/or beyond the Philippines and how to venture beyond the traditional business models. The next generation had to consider fundamental questions. What were the keys to Ayala's success over the past 180 years? Would they still be relevant in the future? Would inclusion and nation building continue to serve as reliable pillars for the business? Finally, how should they best prepare themselves to become the next generation of responsible stewards?

When Delta emerged from bankruptcy, in 2007, its leaders knew that a full recovery would depend on innovative thinking. They began by instituting an employee profit-sharing program and a unique stock ownership plan that gives 15% of the company's equity to pilots, flight attendants, ground crew members, and support staff. Delta also deepened its foreign partnerships by buying a minority stake in three overseas carriers--Aeromexico, Brazil's GOL, and Virgin Atlantic--while strengthening its existing alliance with Air France--KLM. It moved toward vertical integration by acquiring the Trainer oil refinery, outside Philadelphia--a decision that shocked both aviation and oil industry observers, but succeeded in driving down the company's fuel costs while making its executives smarter about hedging, buying, refining, and transporting fuel. And it took back its reservations system, becoming the only U.S. airline to own and control the data around it. Thanks to these and other unconventional moves, Delta is now one of the healthiest, most profitable airlines in the world.

Most executives will admit that their companies don't innovate in a reliable, orderly way. Too many breakthroughs happen only because of serendipity or individual heroism. Great ideas remain locked inside employees' heads, and the concepts that are developed often aren't the most promising. But there is a way to make innovation more systematic--without massive investments, restructuring, or even a single hire. In this article three consultants explain how a company can build a "minimum viable" innovation function, in just three months, by doing the following: Day 1-30: Define your innovation buckets, looking at how much growth innovations in your core can produce and how much will need to come from new-growth initiatives; Day 20-50: Zero in on a few strategic opportunities, after talking to customers to identify growing needs that match your capabilities; Day 20-70: Dedicate a small team to begin developing innovations; Day 45-90: Set up a committee to shepherd projects, borrowing venture capitalists' best practices. Drawing on the experiences of a financial services firm, a water utility, a hospital, and a 100-year-old nonprofit, the authors describe how to use this approach to build systems that ensure that good ideas are encouraged, identified, shared, prioritized, resourced, and developed.