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This case is used in Darden's EMBA and Global EMBA programs. It works well in any course covering short- and long-term strategic issues for a privately held firm experiencing strong growth. In 2011, sales at Chick-fil-A (CFA)surpassed $4 billion; however due to ownership's aversion to debt, the pace of expansion was significantly slower than the fast-food-segment average. Also, the biggest differences between CFA and other fast-food chains were its private, family-controlled ownership structure and its management philosophy. This case explores the relationship between an enterprise's philosophy and its long-term viability.

An entrepreneurial entertainment business is considering its possible entry into a new foreign market. The case does not, however, focus on the sales potential and financial considerations of entering Brazil. The company assesses these considerations by using fairly straightforward guidelines - its intuitive indications of interest based on DVD sales and attendance at performances elsewhere in the world and the availability of enough large venues to seat a certain total combined audience size. In assessing whether to enter Brazil, the case considers the management demands likely to be encountered in that new context and the management capabilities of the organization and the staff members to effectively deal with these demands. This analysis requires the company to consider many of the same issues that are typically discussed in international management courses: the nature of Brazil's national environment and whether Brazil's social infrastructure includes such elements as a dependable legal system, a pool of experienced local managers and a societal culture that will support dependable and trusting relationships with venue managers and local work crews.

An entrepreneurial entertainment business is considering its possible entry into a new foreign market. The case does not, however, focus on the sales potential and financial considerations of entering Brazil. The company assesses these considerations by using fairly straightforward guidelines — its intuitive indications of interest based on DVD sales and attendance at performances elsewhere in the world and the availability of enough large venues to seat a certain total combined audience size. <br><br>In assessing whether to enter Brazil, the case considers the management demands likely to be encountered in that new context and the management capabilities of the organization and the staff members to effectively deal with these demands. This analysis requires the company to consider many of the same issues that are typically discussed in international management courses: the nature of Brazil’s national environment and whether Brazil’s social infrastructure includes such elements as a dependable legal system, a pool of experienced local managers and a societal culture that will support dependable and trusting relationships with venue managers and local work crews.

<p style="color: rgb(197, 183, 131);"><strong> AWARD WINNER - Innovation Management category, ISB-Ivey Global Case Competition</strong></p><br>An Indian company was planning to set up a Global Design Competence Centre (GDCC) in India. The company offered scented candles and holiday and gift products primarily for the U.S. market. Through its two American subsidiaries, it made and sold its products to large American mass-merchandisers and independent retailers. In-house design capabilities also existed in the form of six teams across India and the United States. Through the GDCC, the company intended to use Indian designers in collaboration with U.S. designers to create products for the U.S. market. The case draws students into exploring possible strategies to set up the GDCC.

The recent case of fake Avastin1 brought the problem of counterfeit pharmaceuticals to the forefront of illicit trade. Drug counterfeiters are opportunistic criminals motivated by the windfall profits that are realized from selling fake pharmaceuticals with limited legal penalties. This article describes the interrelated trends that may trigger a catastrophic situation of counterfeit drugs infiltrating the global pharmaceutical supply chain--a 'perfect storm.' We discuss the failure of policymakers to note the early warning signs and the ease of penetrating the pharmaceutical supply chain--both physically and virtually--by an array of illicit traders, ranging from small cottage operations to full-scale manufacturing facilities; the recent U.S. legislation enacted to curb growth in counterfeit pharmaceuticals; and the proliferation of national, multilateral, and industry-led agencies to protect the prescription drug supply chain. Finally, we conclude with an analysis of anticounterfeiting tactics (e.g., consumer education campaigns, authentication technology) developed by various stakeholders.

The maquiladora industry was conceived as a win-win strategic economic platform for foreign companies and Mexican workers. The primary benefactor has been U.S. companies, which became more cost efficient by employing highly productive, lower-cost Mexican workers. However, the direct link between the U.S. economy and the corresponding employment of Mexican workers has resulted in unpredictable growth-retrenchment cycles. While the globalization of trade has grown dramatically, the maquiladoras have been slow to adapt to new trade realities, including the rise of China as a global manufacturing power. The more intense global competition and the recent financial crisis have challenged Mexico's structural deficiencies and the maquiladora model with its focus on low-cost labor. Can the maquiladoras remain viable in this seemingly unpredictable economic environment? In this article, we provide a brief history of the maquiladoras, discuss the new external trade environment realities, and offer six strategies that can transform the maquiladoras into a sustainable economic model well into the future.

An Indian-based software product start-up has succeeded in forging a valuable relationship with Microsoft, which has been vital to its international success. When the Microsoft relationship manager assigned to the company leaves Microsoft unexpectedly, the company’s chief executive officer needs to make some critical decisions regarding how to manage its relationship with Microsoft.

An Indian-based software product start-up has succeeded in forging a valuable relationship with Microsoft, which has been vital to its international success. When the Microsoft relationship manager assigned to the company leaves Microsoft unexpectedly, the company's chief executive officer needs to make some critical decisions regarding how to manage its relationship with Microsoft.

This case focuses on Infibeam, a small, new e-commerce company in India, as an illustration of innovative B2B contractual agreements that enabled it to acquire a significant customer base at a very low cost. However, it must now develop innovative strategies for marketing communication, customer value proposition and a new IT e-commerce rural platform in order to achieve its required growth estimates and raise capital for a new project in cooperation with a state government. Internet retailing is rapidly growing in India, but it does contain challenges: the cost of acquiring customers is high; per person spending amount is smaller; and customers are spread all over the country, often 2,000 kilometres away from supply centres.

This case focuses on Infibeam, a small, new e-commerce company in India, as an illustration of innovative B2B contractual agreements that enabled it to acquire a significant customer base at a very low cost. However, it must now develop innovative strategies for marketing communication, customer value proposition and a new IT e-commerce rural platform in order to achieve its required growth estimates and raise capital for a new project in cooperation with a state government. Internet retailing is rapidly growing in India, but it does contain challenges: the cost of acquiring customers is high; per person spending amount is smaller; and customers are spread all over the country, often 2,000 kilometres away from supply centres.

Discusses the role of conflict in organizations, how it can be managed, and the rationale for developing mechanisms to generate it in order to improve the organization's performance.

Discusses the role of organizational culture, including a definition and its role in helping an organization to achieve its objectives. Also discuss ways that senior management can maintain or change the culture.

The Canadian Boreal Forest Agreement (CBFA) had two primary purposes: (1) to protect Canada’s boreal forest from harmful logging practices; and (2) to improve and protect the reputation of Canada’s forest industry and companies. But the CBFA’s ambitious plans overlooked the fundamental challenges associated with the agreement’s implementation. Two years after its signing, the agreement suffers from a severe lack of funding, the withdrawal of one signatory and major hurdles at the regional working group level. The CBFA’s secretariat needs to develop a plan of action to realize the full potential of the agreement but faces numerous issues in terms of implementation: (1) the CBFA’s exclusion of First Nations communities; (2) funding issues; (3) disagreement at the local regional levels and among some signatories; (4) slow pace of implementation and (5) limited concrete signs of success thus far.

In early May 2013, Abercrombie & Fitch, a high-end clothing retailer in the United States, faced a loss of consumer confidence in its brand after quotes made by its CEO in an interview seven years earlier resurfaced. His remarks fostered the perception that the company was prejudiced against overweight people. In response, angry consumers released a YouTube video entitled #FitchTheHomeless urging people to donate their Abercrombie & Fitch clothing to homeless individuals. This video went viral and inspired negative feedback towards the company from both social media networks and mainstream media outlets. Abercrombie & Fitch’s first response came 12 days later with a second apology issued the following week. Nonetheless, the controversy continued, and by June, Forbes announced that the company’s BrandIndex Impression was at an all year low. How can Abercrombie & Fitch reverse the negative feedback and regain its consumers’ loyalty?<p><br><br>You might also like: Abercrombie and Fitch, Mountain Dew: The Most Racist Soft-drink Commercial in History?, Domino’s Pizza

A non-governmental organization dedicated to improving underprivileged rural children’s access to quality education in southern India has grown considerably in the seven years since its inception. In considering a growth strategy, the organization’s two founders and managing trustees consider the roles of social value creation, funds sustainability, organizational visibility, resources constraints and how the relationships among these factors affect the organization’s future plans.

Senior management of a large stock exchange is reviewing a recent software problem that resulted in a botched opening for the initial public offering of a popular social media company. They are drawing up a list of recommendations on how to prevent this type of failure in the future, taking into account the needs of their various stakeholders, including customers, market makers, listed firms, regulators and shareholders. Overviews of the stock market, NASDAQ in particular, and the use of technology to trade stocks securely and quickly are followed by examining the aftermath of a delay in the correct trading of Facebook shares on its opening.

This note surveys some of the shifting considerations in play as chief communications officers (CCOs) have come to see reputation as a useful umbrella concept for managing the many activities that form perceptions of their large organizations. Primary among these is the alignment of internal and external communications to achieve a coherent and consistent message.

The public primarily encounters the corporate communications function during a crisis. General rules are a good starting place for dealing with a crisis and handy to know, but a historical perspective is a critical supplement. Understanding the kind of crisis your organization faces or is attempting to avoid-indeed, managing a crisis successfully to the extent possible-involves precedents encompassing connections among corporate identity and culture, brand, reputation, business model, and business type, as well as the changing nature of media and crises themselves.