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This note discusses the shifts in the conception of brand and identity as it relates to corporations.

The chairman of Stag International faced a number of challenges. As the number one table tennis brand in India and one of the top five companies globally, Stag could go after market share, diversify into domestic distribution, do both or just sit tight. The chairman also needed to set the business up for the fourth generation to step in and drive the family-owned business forward. The dilemmas he faced were defining the strategic intent, strategic choices and resourcing for the business as it entered its 90th year of existence as a leading manufacturer and exporter of sports goods in India.

The purpose of this case is to introduce data visualization, advanced regression techniques, and supervised learning. Students are asked to visualize data geographically and in scatterplots. They will use stepwise regression and regression trees to select a predictive model for forecasting data in a holdout sample. In a forecasting competition, they will submit their models to be tested for accuracy. Supervised learning techniques-such as training, validation, and testing-are introduced. Regression trees serve as both predictive and graphical tools for communicating insights from data analysis to a decision maker.

A retired Swiss banker has decided to bring primary healthcare to Africa by using a cooperative business model that brings together complementary firms. The model has proven successful in the United Arab Emirates, Zambia and Ghana. He now faces the decision of whether to expand into new African countries, and if so, which countries to enter, how to select partners and how to recruit country managers. The case also illustrates the challenges and misconceptions of doing business in Africa.

The managing director of a small- to medium-sized electrical firm faces a major challenge: he realizes that the firm he founded has grown so significantly that information management has become very difficult. For solving issues of data integrity, redundancy, incompleteness and backup, he obtains quotations for implementation of enterprise resource planning from different vendors. Meanwhile, he discusses the issue of implementing the new system with his management team, who respond in different tones, leaving him confused. He also has to ensure that the initiative does not put strain on the firm's finances. He ponders various options such as whether to adopt enterprise resource planning on premise or on cloud and whether to go with the safe but costly option of engaging a well-established firm or to risk dealing with a start-up.

Krohne Inc. of Germany separately established a joint venture, a wholly owned sales company and a manufacturer in China. Unfortunately, although the sales channels were different, the product lines of the joint venture and the wholly owned manufacturer overlapped. The two companies were therefore competing and unsure about which company rightfully represented the parent enterprise. In addition, the two investment parties were battling for control of the joint venture.

On August 18, 2011, Hewlett Packard, under the leadership of then-CEO Léo Apotheker, announced a friendly acquisition of U.K.-based Autonomy, a market leader in the management of structured and unstructured data for business management solutions, for $11.1 billion. This acquisition attracted tremendous media attention, due to both its size and price. The offer price paid to Autonomy was at £25.5 a share, a 64% premium over its previous day's stock price. Although a number of critics had argued that the price was excessive, many believed the change in HP's strategic direction was appropriate. On November 20, 2012, only one year later, HP made a shocking announcement that it was writing off $8.8 billion of the $11.1 billion purchase price, of which more than $5 billion was due to accounting improprieties and misrepresentations of Autonomy's financial results. How could this deal have gone so wrong? Did HP not carry out proper due diligence and valuation before the offer? Was this acquisition a strategic fit to HP? The case provides an opportunity for students to analyze the corporate strategy of HP, examine HP's financial performance overall and its various business segments, determine how and if Autonomy fits in with HP, and value the acquisition using discounted cash flow (DCF) and multiples analyses.

The trouble with our education system isn't that it isn't doing a good job: it's doing a great job, says the author. At a greater rate than ever before, it is churning out people who are good at being 'good students'. But what if good students aren't what the world actually needs? The author argues that in a world that is craving creative solutions, 'modern students' need to do much more than memorize 'right answers': they must become engaged in the act of knowledge creation itself.

Creative insight is crucial to the success of nearly any business, and it's rarely the product of a single mind, no matter how brilliant. The author, a design and innovation strategist at Ziba, describes four key roles that show up in any creative team: Generators, Editors, Makers and Collaborators. She goes on to describe a few combinations of these roles that she and her colleagues have found to be particularly effective in getting to creative solutions.

This is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. The role-play objectives stated in the case can only be successfully accomplished if the players solicit information from the other side, and work together to reach an agreement. Students must reset post-merger expectations, address the different underlining interests and get the merger plan back on track. They have the opportunity to demonstrate active listening, inquiry, and feedback regarding post-merger expectations at HBT headquarters and at HBT Shanghai. Both pairs of students will go into the meeting with varying objectives and will need to manage the other side's expectations and perceptions in a manner that may be assertive, collaborative, or both.

This is a role-play case, intended for use in a leadership development course for MBA students. The case has four roles, two each for students playing U.S.- and China-based managers. There are two versions of the case, one for students playing the role of U.S.-based managers (L-22US), and one for students playing the role of China-based managers (L-22CHN). Each version has a set of common facts, plus a set of facts known only to that side. The role-play objectives stated in the case can only be successfully accomplished if the players solicit information from the other side, and work together to reach an agreement. Students must reset post-merger expectations, address the different underlining interests and get the merger plan back on track. They have the opportunity to demonstrate active listening, inquiry, and feedback regarding post-merger expectations at HBT headquarters and at HBT Shanghai. Both pairs of students will go into the meeting with varying objectives and will need to manage the other side's expectations and perceptions in a manner that may be assertive, collaborative, or both.

An introduction to California Management Review's special issue on Intellectual Property Management.

The systematic integrated management of intellectual property (IP) is a recent phenomenon. This is despite the fact that intellectual property has been around for several centuries. Today, matters are more complicated, and integrated IP management is required. By integrated IP management we mean not only that the various forms of intellectual property (patents, trade secrets, trademarks, copyright) are managed together, but that intellectual property management is in turn integrated with overall business model design and corporate strategy. Integrated management is more than simply establishing a licensing model, or manufacturing a product that incorporates new invention.

For modern technologies, access to intellectual property rights (IPR) is complex because it is fragmented among many owners. The required licensing agreements invoke considerable transaction costs and royalty stacking. Often, it is in the interest of the technology sponsor to ease access to the required IPR. Patent pools have proven useful to achieve this goal. This article examines the experiences with three generations of patent pools in the optical disc industry. Technology platforms are becoming increasingly complex, which leads to a fragmentation of IPR among many pools and causes new issues. A novel "pool-of-pools" can address these.

Companies increasingly organize innovation activities within innovation ecosystems. This study illustrates the central role of the IP-model that an orchestrator develops for the innovation ecosystem partners. The governance of IP is instrumental for the success of innovation ecosystems as it determines the value appropriation potential for the ecosystem partners and positively influences the success of innovation ecosystems. The insights are based on a case study of IMEC, a public research institute in nano-electronics. IMEC has an IP-based orchestration model for innovation ecosystems through multi-party research collaborations between public and private firms.

Firms seeking to take advantage of distributed innovation and outsourcing can bridge the tension between value creation and value capture by modifying the modular structure of their technical systems. Specifically, this article introduces the concept of "IP modularity," which seeks to protect and capture value from intellectual property. The article defines what it means for a system to be "IP-modular," illustrates the application of this concept in a number of practical situations, and presents a comprehensive framework that can be used to design and evaluate value capture strategies for modular systems.

This article introduces a framework that helps to assimilate intellectual propertymanagement activities with the practices of marketing and strategy. With the framework, the management of IP rights is explained within marketing constructs such as the unique selling proposition. The article presents case studies that explore the applicability of the framework in a diversity of industry contexts and firm sizes.

Given recent developments in information technology and intellectual property (IP) legislation, technology firms may benefit froman integrated IP strategy that combines patenting with strategic disclosure. This article presents a series of cases that introduce various aspects of strategic disclosure and provide a framework for how and when such practices may be merited as part of an integrated IP strategy. To help CEOs decide on the economics and efficiency of the practice, practical guidelines are provided for when it might be a useful complement to the firm's other IP management practices.

In many organizations, the R&D, strategy, and legal functions are poorly integrated. As a consequence, firms miss opportunities to create and exploit the value of intellectual property. Functional silos are one reason for the lack of integration. More important, however, is the lack of a common framework and even language thatwould allowengineers, lawyers, and business executives tomanage IP assets better. This article provides such a framework. There is no one best way to manage IP and many managers overestimate the attractiveness of using IP to exert market power. Rather, the value of the various means to protect and benefit from IP depends on firm strategy, the competitive landscape, and the rapidly changing contours of intellectual property law.

Educomp Solutions Ltd. was established in 1994 with the aim of providing for a customer's entire education lifecycle, from pre-school to higher education/vocational training, and appropriating value from the same customer multiple times. This strategy, over a period of 17 years, enabled Educomp to become the largest player in the education technology sector in India. Educomp took the organic route to growth, which it achieved largely through acquisitions and alliances. Its flagship brand, SmartClass, brought technology into the classroom with a vast repository of digital modules on every subject. However, in 2012 the government of India proposed changes in its education policy that - along with the country's economic uncertainty - threatened to erode the competitive advantage that ESL had gained over the years. The CEO of Educomp wondered how he could maintain his organization's leadership position. He was contemplating a three-pronged strategy that involved 1) expanding into the untapped Indian rural market segment with school learning solutions; 2) creating a virtual learning solution that included open-source content for students; and 3) investing further in research and development in order to develop innovative products to penetrate the Indian education market.