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The case focuses on management innovation in the South African dairy industry, describing how an innovative new yoghurt product, Danimal, was created specifically for the market at the base of the pyramid. It explains how management of the product line embodied the various innovation opportunities and challenges presented. The concept was initially introduced in order to assess the feasibility of profitably servicing this market. However, the project was not simply about introducing a cheap brand to poor people but was more about creating brand awareness in the market at the base of the pyramid. The new product took into consideration the nutritional shortcomings in the diet of children in this market and also allowed for the lack of available infrastructure - electricity and refrigeration. The case illustrates the importance of a product being affordable, relevant and available for this market. Innovation went further than product design and also took into account the necessity of a lean distribution channel. This took the form of micro-distributers, referred to as Danimamas, who comprised township residents, unemployed or part-time employed individuals. The case offers insights into the complexity of doing business in developing countries. The company admits that it has not been a sustainable business model in terms of current profitability but the value that has been gained from social marketing and long-term brand development has been great. The case concludes with the challenge of how to ensure that the project continues on its upward trajectory. The objectives of the case are to encourage students to have a better understanding of the strategies required to successfully impact on low-income markets in developing countries, the different metrics that one could consider when assessing the impact of interventions on the base of the pyramid market, and the importance of harnessing opportunities and overcoming the challenges of management innovation.

The cases focus on how Zhang Ruimin, CEO of the Qingdao refrigerator factory, managed to turn around a nearly bankrupt factory which produced bad quality refrigerators into one of the world's largest white goods producers. With a series of rigorous steps, Ruimin succeeded in improving the quality of the refrigerators by putting the right incentives and processes into place. In addition, he expanded the product range into other areas of the white goods sector, and last but not least, moved aggressively into foreign markets with inroads into the largest and most competitive markets of America and Europe.

The cases focus on how Zhang Ruimin, CEO of the Qingdao refrigerator factory, managed to turn around a nearly bankrupt factory which produced bad quality refrigerators into one of the world's largest white goods producers. With a series of rigorous steps, Ruimin succeeded in improving the quality of the refrigerators by putting the right incentives and processes into place. In addition, he expanded the product range into other areas of the white goods sector, and last but not least, moved aggressively into foreign markets with inroads into the largest and most competitive markets of America and Europe.

As Ireland's third largest beef processor, Kepak faces new opportunities as well as significant challenges from the collapse of the "Celtic Tiger." The government has identified food and agriculture as one way the country could significantly grow exports. However, the beef industry is suffering from overcapacity and from an inefficient farming structure. CEO John Horgan is considering the best way to position Kepak for success, including the possibility of an umbrella Irish beef brand, opportunities for "co-opetition" within the industry, and how to expand the firm's successful convenience foods business to more countries.

In late spring 2009, Stroz Friedberg co-presidents Edward Stroz and Eric Friedberg had to set growth targets for 2010. The leading global consulting firm they had built specialized in managing digital risk and uncovering digital evidence and had grown very rapidly. With the firm's CFO, they believed that the firm could grow from $58 million to $72 million, a growth rate of 27% over the preceding year. However, the firm's 11 offices had submitted first draft FY 2010 plans that together added up to firm-wide revenues of only $53 million, a growth rate of negative 10.2%. The preceding years of rapid growth had been successful but challenging, and a thorough review of the firm's culture, systems, structure, and processes in late 2008 had resulted in a significant set of changes to which the organization was still adjusting. Stroz and Friedberg wondered whether to push for continued, aggressive growth.

Since the first KFC opened in China in 1987, Yum--under Sam Su's leadership--had built the largest restaurant company by far in mainland China. Averaging one new restaurant opening a day for the past five years, in 2010 Yum ran over 3,600 restaurants in 650 cities and employed over 250,000 people, many of them college students in their first jobs. In the third quarter of 2010, Yum China's revenues surpassed U.S. revenues for the first time and many analysts expected that Yum's China business--driven by a rapidly growing middle class--would be twice as large as its U.S. business within five years. But before rushing out to open thousands more stores, Su wondered what the company should do to forestall some of the problems plaguing the fast food industry in the West.

Fundescola is an educational reform introduced in Brazil in the first decade of the 21st century. It was introduced after Brazil's successful educational access reforms in the 1990s led to skyrocketing enrollment rates, leaving schools unprepared and under-resourced. This led to problems with education quality, especially in poorer communities and poorer states in the North-East. Fundescola was developed by the Federal Government and the World Bank in response. It blended decentralization of funds to schools with the adoption of various new management practices-like strategic planning-to make the schools more effective in providing education. The intervention was subjected to various World Bank evaluations and generally presented as a success. HKS Case Number 1928.1

Lamont, a private golf club, had survived another year, but things weren't like the good old days, when waiting lists to join were long, environmental issues were not front and centre, and outside tournaments as a source of revenue were plentiful. The general manager has to work through a changing environment and the current situation at Lamont to set a new direction for the club. How is the club to grow, given old and new clubs drawing existing and potential members away from Lamont, declining corporate budgets to support golf outings, and competition for charity tournaments and events such as weddings? How could the general manager deliver the expected profits with costs increasing by at least 10 per cent per year?

Lamont, a private golf club, had survived another year, but things weren't like the good old days, when waiting lists to join were long, environmental issues were not front and centre, and outside tournaments as a source of revenue were plentiful. The general manager has to work through a changing environment and the current situation at Lamont to set a new direction for the club. How is the club to grow, given old and new clubs drawing existing and potential members away from Lamont, declining corporate budgets to support golf outings, and competition for charity tournaments and events such as weddings? How could the general manager deliver the expected profits with costs increasing by at least 10 per cent per year?

Various mergers and acquisitions in the Indian information technology (IT) sector had resulted in the newly formed Mahindra Satyam (Mahindra) and the recently appointed chief compliance officer (CCO) was to develop a corporate governance structure that would address and repair previous mismanagement of the company. The CCO also functioned as the chief operating officer (COO) with profit centre responsibility for business verticals. His largest task as the CCO was to restore trust in the company and solidify its future among various stakeholders by bringing back integrity and transparency to the business. The CCO had to consider several criteria: What should his priorities be? What processes could be developed that would ensure corporate governance? What were the metrics with which the company could track the progress in corporate governance?

The case describes the strategic moves of Airbus in the twin-aisle-twin segment following Boeing's announcement of the launch of its 787 Dreamliner. Airbus's clients initially reacted negatively to the strategic response by criticizing the design. By the end of 2006, however, there were positive signs that the new design, the A350 XWB, would be able to find its market. The formal industrial launch had not yet been made and the A350 management office had been asked to prepare a series of proposals to the board of EADS regarding the next steps.

The Endangered Wildlife Trust (EWT) had been in existence for 35 years and up until recently had grown organically by taking on new projects as and when they arose. While this had had the advantage of the EWT maintaining its relevance, the EWT had lost focus as a result. A new strategy was developed in 2008 before the impact of the financial credit crisis and the resulting economic downturn. The downturn had affected the amount of funds the EWT received and as such, it was struggling to continue with all its initiatives and projects. Fortunately, the pressure on companies to invest in social responsibility initiatives continued to grow. The CEO of the EWT was contemplating whether or not to change the EWT's fundraising strategy by making it more liberal in its policy of accepting corporate donations in light of the economic downturn caused by the international credit crisis. At the end of the case discussion, students should have a better understanding of the importance of performing a comprehensive stakeholder analysis, the process of completing a stakeholder analysis, the value of understanding the dynamics of various stakeholders and the application of tools to make business decisions that have an ethical element to them.

In June 2010, Naser Tavazo, one of the three owner/manager brothers of both Tavazo Iran Co. and Tavazo Canada Co., was considering the company's future expansion opportunities, including further international market entry. Candidate cities of interest were Los Angeles, Dubai and other cities with a high Iranian diaspora. Another question facing the owners was where to focus on the value chain. Should the family business use its limited resources to expand its retailer business into more international markets, or to expand their current retailer/wholesale activities within Canada and Iran?<br><br>The objectives of this case are: (A) to discuss the typical problems that small companies confront when growing internationally and the implication of being a family business in this transition; (B) to provide a vehicle for developing criteria for market selection; (C) to highlight the importance of focus in the value chain regarding horizontal vs. vertical integration.<br><br>This case can be used in international business, strategic management or family business (entrepreneurship) courses. In international business, it may be used as an internationalization case and positioned early in the course. In a strategic management course, it might be positioned in sections dealing with managerial preferences, or diversification.

This note introduces the importance to family businesses of drafting a family constitution to maintain success and continuity of governance of the family's enterprises. The process of family members/owners being involved in making the draft provides the most value for the enterprise, more so than the content of the finished product.

This case addresses Bank of America Corporation's contemplated joint venture with China Construction Bank to enter the Chinese credit card market. The case builds on the questions of strategic alliances in foreign markets and the state of the banking and credit industries in China generally.

From 2004-2009, almost 40,000 mass layoffs occurred in the US, representing over 7 million workers. This note describes the effects of layoffs on employees, firms, and communities.

This note reviews decision criteria for carrying out a layoff, best practices for implementation, and ways that managers can prepare themselves to conduct a layoff.

From the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execution of the integration. Also see supplemental cases ArcelorMittal (B), product #9B10M002 and ArcelorMittal (C), product #9B10M003.

From the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execution of the integration. Also see ArcelorMittal (A), product #9B10M001 and ArcelorMittal (C), product #9B10M003.

From the perspectives of the senior executive of Mittal and the senior executive of Arcelor, this case looks at post-merger integration. As with many mergers, the ArcelorMittal merger was touted as a merger of equals. Unlike most, it was actually managed as such and it worked. The case series looks at three critical decision points (one for each case) and challenges that the two senior executives faced from the line organization during the execution of the integration. See ArcelorMittal (A), product #9B10M001 and ArcelorMittal (B), product #9B10M002.