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In December 2006, Alcan was the second largest producer of aluminum in the world, but the industry was consolidating. The case traces the development of the aluminum industry since World War II to the recent emergence of China as an economic power and the accompanying rise in commodity prices. Alcan had to decide between two offers: to be acquired or to go it alone. The first offer was from Alcoa and the other from Rio Tinto. Alcoa was the world leader in the production of aluminum and, like Alcan, was engaged in significant technological research and development. Meanwhile, Rio Tinto was one of the largest mining companies in the world, but had minor aluminum operations and, in general, few downstream processing plants or technologies. Students are asked to identify Alcan's key resources and consider which strategy would make best use of them.

San Miguel Corporation is one of the oldest and largest companies in the Philippines. In its 100 year history, it has established a clear leadership position in the Philippine beer industry, as well as having made successful forays into other related and unrelated product areas. In the late 2000s, Eduardo Cojuangco, the CEO of San Miguel Corporation, which was South Asia's largest food and beverage company, found himself in a quandary. Cojuanco wanted to move San Miguel into industries that had scale and good future growth possibilities, to build leadership positions in key industries that would drive growth not just for San Miguel but also for the Philippines. At the same time, San Miguel Corporation would reverse its international expansion plans. The case involves discussion of this strategy, tracing issues of internationalization versus a domestic product focused growth in non-allied businesses in the Philippines, such as energy, mining, infrastructure and other utilities.<br><br>The case is part of the Beer Cases series: Anheuser-Busch InBev (9B11M124), Groupo Modelo (9B11M125), Tsingtao Brewery (9B11M126), San Miguel and Thai Bev (9B13M065).

The Ciputra Group was set up by Mr. Ciputra in the 1980s, after a long entrepreneurial career with a vision to provide a business for his children. The case describes the development of this group, which evolved into a prominent and innovative player in the Indonesian property sector. Under Ciputra's guidance, the company became known for its satellite cities, in which the group combined technical, construction and urban planning qualities, along with the ability to understand and manoeuvre in the difficult Indonesian environment. The Ciputra Group moved into areas where the government was weak (public facilities, roads, sewerage, city management, security, etc) and as such became an institutional entrepreneur that shaped Indonesia's cities. This model was later exported to other emerging markets. The case ends with the company facing two sets of interlinked problems. One set is strategic, as the company's business model has proven to be vulnerable, and it is undergoing various changes. The question is what strategic option the company should choose. The second set of issues concerns the leadership and corporate structure of the group. Since Ciputra is in his late 70s, a generational change in leadership is imminent, and students are asked to reflect on the most appropriate path towards further development of the business from one led by a charismatic entrepreneur towards a professional family business. The two sets of issues are interlinked with each other and pose opportunities and constraints.

Joe Kennedy, president and CEO of Pandora, one of the largest and most popular web (internet) radio broadcasters, had just received bad news. The Copyright Royalty Board (CRB) had announced its decision to increase the royalties required to be paid by the web radio industry by 2.5 times over the next five years, effectively pushing profitability for Pandora out of sight. Pandora was a "webcaster" that was based on the Music Genome Project, which codified various attributes of a song (making "music DNA"). Using this technology, Pandora could provide a selection of songs with similar "music DNA" to the user's initial choice. Pandora, however, along with other webcasters, was subject to a special statutory scheme regarding royalties, which were higher than the royalties for satellite radio and from which AM/FM radios were totally exempt. This case examines issues of copyright, the economics of new media, and the specialized laws established to regulate a new subset of an existing industry.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 1 discusses the challenges of globalization and introduces the concept of cultural intelligence by discussing how its absence can negatively impact intercultural interactions. The authors examine failures in intercultural communication and consider why current methods of addressing these cross-cultural issues are often misguided. The authors propose that the development of cultural intelligence is as a more effective approach to these problems. In explaining the fundamentals of their core concept, the authors delineate three components of cultural intelligence, each of which is discussed individually in the following chapters.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 2 focuses on the information base, the knowledge of what cultural differences are and how they affect behavior, which is first component of cultural intelligence. By distilling academic research, the authors define the concept of culture and explore its characteristics. The chapter examines both differences and similarities in cultural values and then considers their influence on particular cultures' organizational structures.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 3, the authors discuss the second and third components of cultural intelligence -- mindfulness and cross-cultural skills -- and how they work with the first component, cultural knowledge, to enhance intercultural interactions. The authors examine the concept of "cultural cruise control" - running one's life on the basis of built-in cultural assumptions - considering the problems it presents and proposing methods for overcoming it. The various ways in which culture affects behavior are further explored.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 4, the authors build upon the fundamentals of cultural intelligence by applying it to decision-making in a cross-cultural context. This chapter is designed to help the reader better understand decision-making methods and criteria in other cultures. The authors explore the impacts that culture has on decision-making, motivation, goals, and ethics.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 5, the authors discuss the impact of culture on communication. Different cultural codes and conventions and their respective roles in the failure of intercultural communication are explored. The concepts behind successful cross-cultural communication skills are delineated, and the intricacies of nonverbal communication are explained. Negotiation styles across cultures are also discussed.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 6 discusses the challenges of culturally intelligent leadership. This chapter is designed to educate the reader on the complexity of historical and cultural forces which affect leadership around the globe. Different motivational techniques across cultures and varying leadership styles from around the world are explored. The authors also explore what they consider to be a key element in intercultural motivation: acknowledging and meeting the cultural expectations that followers have of their leaders.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. Chapter 7 explores the opportunities and challenges faced by multicultural groups and teams. The effects of culture on enabling and hindering groups are examined. Methods by which leaders can both positively and negatively impact the effectiveness of their teams are discussed. Additionally, processes for developing cultural intelligence within multicultural groups are explored.

Cultural Intelligence: Living and Working Globally, Second Edition, is an eight-chapter book written by David C. Thomas, Professor of International Management at Simon Fraser University, Vancouver, Canada, and Kerr Inkson, Professor of Management at the Auckland campus of Massey University, New Zealand. The second edition was published by Berrett-Koehler Publishers in 2009. Written for managers and leaders as well as students, the book highlights the importance of cultural awareness in an exceedingly complex and global marketplace. Building from the concepts of the intelligence quotient and emotional intelligence, the authors posit that effective leadership today requires high levels of cultural intelligence. The book first discusses the fundamentals of cultural intelligence, and then applies these concepts to a range of management challenges including decision making, negotiations and conflict resolution, and leadership and motivation. In Chapter 8, the authors conclude the book by further discussing methods for enriching one's cultural intelligence. Characteristics and activities that improve the capacity to acquire the skills necessary for culturally intelligent behavior are explored. The five stages of the development of cultural intelligence are delineated and visually graphed.

As of November 2001, NTT DoCoMo is the only company that has been able to make money out of the mobile Internet. This case study describes how, in a very competitive industry engaged in a technology race and strong price erosion, NTT DoCoMo has been able to achieve superior performance, with its novel i-mode services. Launched in February 1999, its i-mode service was an immediate and explosive success. DoCoMo came to exceed its parent company in terms of market capitalization as well as potential for profitable growth as we enter the age of mobile Internet. This case offers a value innovation perspective to analyze the success of i-mode with a particular emphasis on the business model used to exploit the i-mode innovation of DoCoMo.

Suitable for MBA and executive learners, this case series presents an engaging narrative that prompts students to discuss entrepreneurial thinking. An entrepreneur who loves his native Swedish Lapland uses his natural gift for effectuation to ask What? What next? And What now? As his ventures evolve, students begin to ask themselves how they would master similar challenges to their own entrepreneurial plans and expectations. The case can be taught in either one or two sessions of a 90-minute MBA course or a four-hour executive education class. An effective complement is the technical note entitled, "What Makes Entrepreneurs Entrepreneurial" (UV1356).

Suitable for MBA and executive learners, this case series presents an engaging narrative that prompts students to discuss entrepreneurial thinking. An entrepreneur who loves his native Swedish Lapland uses his natural gift for effectuation to ask What? What next? And What now? As his ventures evolve, students begin to ask themselves how they would master similar challenges to their own entrepreneurial plans and expectations. The case can be taught in either one or two sessions of a 90-minute MBA course or a four-hour executive education class. An effective complement is the technical note entitled, "What Makes Entrepreneurs Entrepreneurial" (UV1356).

Suitable for MBA and executive learners, this case series presents an engaging narrative that prompts students to discuss entrepreneurial thinking. An entrepreneur who loves his native Swedish Lapland uses his natural gift for effectuation to ask What? What next? And What now? As his ventures evolve, students begin to ask themselves how they would master similar challenges to their own entrepreneurial plans and expectations. The case can be taught in either one or two sessions of a 90-minute MBA course or a four-hour executive education class. An effective complement is the technical note entitled, "What Makes Entrepreneurs Entrepreneurial" (UV1356).

The RHP was particularly attractive to treat the poor. At a treatment cost of just US$ 25 a year, the RHP was expected to make a major dent in lowering CVD-related deaths and disabilities in India. Dr. Reddy's had completed clinical trials to launch the pill in India and international clinical trials were under way to launch the pill in other markets. The company also hoped to introduce a variant of the pill for primary prevention, helping patients with a low to moderate risk of CVD avert a first heart attack or stroke. The case details the many dilemmas that the top management team of Dr. Reddy's faced in pursuing the RHP project. The active ingredients in the RHP were generic drugs; and yet, because the combination had never been offered before, the RHP had to go through clinical trials to prove its bioequivalence to each of the constituent drugs. The RHP also had to be marketed to physicians and could be sold only through a prescription. The added R&D and marketing costs had to be recouped through the price of the RHP, although this price had to be closer to generics prices. In addition, it would be hard to get a patent for the RHP. Here was a pill that was neither a new discovery drug nor a straight generic. Shaping a strategy for it was demanding and yet if the RHP could be launched successfully, there would be several other opportunities for a combination pill to treat other chronic diseases like depression and osteoarthritis. Learning objectives: The case is a good vehicle to discuss the changing landscape of the global pharmaceutical industry which is faced with the simultaneous challenge of a thinning new product pipeline and increasing pressures from government regulators and third party payers to cut costs. Projects like the RHP at Dr. Reddy's provide examples of the new business models (and the dilemmas that underlie them) that industry leaders would have to consider.

In 2006, Radiant Cosmetics president and CEO, Margaret Clark was contemplating the launch of a new, lip-plumping product called "Four Carat Pout." Clark faced many decisions concerning the launch: marketing the product as a luxury brand or a retail item; how to position the product as a possible starting point for an expanded anti-aging line; and how to market and distribute the product internationally, particularly in France. Issues of intellectual property were also essential to the launch: in the past, Radiant had faced problems with cosmetic counterfeits. With the launch of the new product Four Carat Pout, Clark needed to decide whether to pursue patents, copyrights and/or trademarks for various aspects of the new product. The case focuses on the interplay between marketing strategies and intellectual property issues in international fashion products.

A U.S. government agency, the Millennium Challenge Corporation (MCC), provides aid to developing countries, focusing on poverty reduction through economic growth. It measures results through an economic rate of return based on increases in farmer incomes anticipated over twenty years. As MCC and Ghana finalize a $547 million grant for agriculture and transportation infrastructure, they come up against an accountability and measurement problem: how to address an urgent request from Ghana to fund community services-such as schools and drinking water-for which the results will be more difficult to measure.