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This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This a role play supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur, product # 9B08M061. The role plays feature additional background, motivations and decision priorities from the key local and international players in Darfur's fuel efficient stove interventions, including the Intermediate Technology Group , renamed to Practical Action in 2005 (ITDG/PA), the Lawrence Berkeley National Lab, Aprovecho, the International Lifeline Fund, the United States Agency for International Development (USAID), and organizations representing local, female, internally displaced persons (IDPs).

This supplement to Competing for Development (A): Fuel Efficient Stoves for Darfur (A), product 9B08M061 provides a summary of the dynamic interaction between the key players from 2007 to 2008 and offers students a new decision point for how CHF Sudan could harness the momentum of change moving forward.

Under pressure from the European Union, which had admitted Italy to the "Eurozone" hesitantly, on condition that the country control its deficit spending and reduce its high public debt, the central government in Italy initiated dozens of cost-cutting programs in the late 1990s and early 2000s. One such program aimed to economize, to the tune of billions of euros, on public procurement of goods and services. The program's first priority was to identify products and services bought widely by public agencies at every level of government, and consolidate them into nation-spanning mega contracts. By aggregating public sector demand in this manner, analysts had reasoned, Italy's public sector could greatly increase its market leverage and win big discounts from suppliers. This appraisal proved correct-but also politically explosive. In November 2003, Italy's Minister of Economy and Finance ordered a temporary halt to the program to give political and administrative leaders a chance to figure out what to do. This decision-forcing case allows students to consider how Italy might have averted this political backlash, and challenges them to propose how the government might adjust the project in ways that address the concerns of the critics, but still allow it to improve procurement efficiency and reduce its costs. HKS Case Number 1925.0

A group of business students and their professor travel to rural Kenya to work with Free The Children (FTC), an in-situ, non-governmental organization (NGO) that is focused on generational social change through education for children. This Canadian NGO has had considerable success in meeting this original objective and now sees health care and economic development concerns as being the next barriers to expansion of its educational thrust for the local population. The business group has focused on microcredit for hardcore poor mothers (mommas) as a means to economic development, as this approach has proven successful with similar populations in other parts of the world. At the level of the momma, the charitable NGO is considering loans or grants to implement some joint liability financing. The business students have been asked to gather the data, consider the implications of their analysis and make a recommendation as to which financial structure will be more effective to the NGO's management group within Kenya. The students also have been asked to create an action plan for implementation of their recommendation that considers the broader context of the organization's overall activities in Kenya.

Around 1994, competition in the credit card market was based on price (i.e., interest rates and annual fees). After Chase and American Express launched bonus point programs in 1993, HSBC was forced to follow in 1994. The original program was targeted at high-income consumers as with luxury brand redemption items. Competition reacted and consumers quickly learned to expect a points program as a standard feature. Again, HSBC differentiated their credit card products by adding a wider range of redemption items, and lowering redemptions levels. Problems emerged in 1997-1998 as the program became a source of complaints because of operational difficulties in fulfillment and a lack of competitive advantage in the marketplace. In 1999, HBSC's credit card was rated poorly, largely because of the problems with the bonus point system. Research was used to understand consumers and revitalize the program. Significant changes were made in the features, improved operations and an improved selection of redemption items. By 2002, the program was rated as one of the best in the industry. The challenge is, Where does HSBC go from here?

Dr. Reddy's Laboratories (Dr. Reddy's), a large pharmaceutical company in India, is trying to acquire the fourth largest generics manufacturer in Germany. Dr. Reddy's quoted $570 million in a competitive bidding situation. The company's chief negotiator is getting ready to close the deal if selected. Students will examine the issues for the chief negotiator, such as: is the price right, is the fit strategic, will the acquisition add value, how can the synergies be fully exploited and how should management proceed with the integration. The (A) case is positioned just before the acquisition and hints at the possible risks. The supplement case, Dr. Reddy's Laboratories (B), product # 9B08M065, is positioned two years post-acquisition and examines a major risk which, as it unfolded, brought the viability of the business model into question.

This supplement to Dr. Reddy's Laboratories (A), product # 9B08M064, looks at the two years post-acquisition and examines a major risk which, as it unfolded, brought the viability of the business model into question.

On March 12, 2005, the founder and chief executive officer (CEO) of Chartwell Technologies (Chartwell), a company that specialized in Internet gaming development, noticed something interesting. The CNN headline news ticker on his television read: Online Poker Industry Expected to Grow by Billions within the Year. The CEO and his partner, the vice-president of business development, were about to decide whether to acquire MicroPower Inc. (MicroPower), an online poker company, for US$2.6 million in cash. The industry certainly had the potential for explosive growth. The CEO had to decide whether Chartwell should upgrade its current technology or purchase MicroPower to gain instant access to its C++ platform to take advantage of the growth on the online poker industry.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players' positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders' interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders' power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players' positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders' interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders' power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players’ positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders’ interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders’ power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players' positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders' interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders' power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players' positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders' interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders' power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

The goal of the Royal Dutch/Shell in Nigeria Stakeholder Simulation is to illustrate the challenges in anticipating points of common interest, and the difficulties of overcoming initial antagonistic conditions in order to work together to develop better positions. The simulation illustrates the tensions, trade-offs, and challenges involved in mapping and addressing competing stakeholder demands in a long-standing conflict where players' positions are highly polarized. The students are organized in six teams and are asked to take on the position of six different organizations, map the interactions between these six players by taking a specific point of view, and publicly state their position before they begin the engagement exercise. The engagement exercise asks students to develop and execute a stakeholder engagement strategy by stepping into one of the six roles. Beyond understanding the specific challenges faced by each of the key players, students are asked to highlight their key strategic priorities, map stakeholders' interests, and anticipate their changes in position. They are asked to revive or break specific relationships as their own interests evolve in ways that best further their own engagement priorities and short- or long-term goals. The simulation also opens up a broader platform for exploring the complex dynamics of stakeholder engagement; the delicate balance of stakeholders' power, urgency, and legitimacy; the influence chains that help alter the positions of specific groups; and the logics that enable or hinder constructive collaboration with diverse and/or emerging stakeholders.

Carrefour, the second largest retailer in the world, had just announced that it would open its first Green Store in Beijing before the 2008 Olympic Games. David Monaco, asset and construction director of Carrefour China, had little experience with green building, and was struggling with how to translate that announcement into specifications for store design and operations. Monaco has to evaluate the situation carefully both from ecological and economic perspectives. In addition, he must take the regulatory and infrastructure situation in China into account, where no official green building standard exists and only few suppliers of energy saving equipment operate. He had already collected energy and cost data from several suppliers, and wondered how this could be used to decide among environmental technology options. Given that at least 150 additional company stores were scheduled for opening or renovation during the next three years in China, the project would have long term implications for Carrefour.

This is a chronological series of two cases. The (A) case is about the fall from grace of a revered, high-performing Australian company that had gone international in its quest for growth. The (B) case is about the turnaround that followed. The (A) case covers the period 2000 to 2004. It includes the National Australia Bank (NAB) 2000 corporate/business strategy, the MLC acquisition, the sale of Michigan National, the HomeSide financial disaster and consequent sale, and the 2003 foreign exchange trading disaster that ultimately led to recognition that NAB was truly in trouble. The (B) case is about the turnaround that followed. It covers the period 2004 to 2006, at which point the new chief executive officer (CEO) declares that the three year turnaround is almost over and the new NAB is back in business. It covers the investigation of the foreign exchange trading scandal disaster, the changes in personnel in the top management team and the board, the introduction of new external people to support the new CEO and many other detailed events that took place as part of the turnover. The (A) case is primarily about implementation of strategy and the (B) case is primarily about implementation of strategy for a turnaround. Both cases are mainly corporate strategy cases, though they could be used in the business strategy section of a strategic management course, since the corporation is narrowly diversified and centrally controlled, so it acts like a business.

This is a chronological series of two cases. The (A) case is about the fall from grace of a revered, high-performing Australian company that had gone international in its quest for growth. The (B) case is about the turnaround that followed. The (A) case covers the period 2000 to 2004. It includes the National Australia Bank (NAB) 2000 corporate/business strategy, the MLC acquisition, the sale of Michigan National, the HomeSide financial disaster and consequent sale, and the 2003 foreign exchange trading disaster that ultimately led to recognition that NAB was truly in trouble. The (B) case is about the turnaround that followed. It covers the period 2004 to 2006, at which point the new chief executive office (CEO) declares that the three year turnaround is almost over and the new NAB is back in business. It covers the investigation of the foreign exchange trading scandal disaster, the changes in personnel in the top management team and the board, the introduction of new external people to support the new CEO and many other detailed events that took place as part of the turnover. The (A) case is primarily about implementation of strategy and the (B) case is primarily about implementation of strategy for a turnaround. Both cases are mainly corporate strategy cases, though they could be used in the business strategy section of a strategic management course, since the corporation is narrowly diversified and centrally controlled, so it acts like a business.

This case presents points of contention and issues in the brand launch of a new telecommunication service of KTF, one of Korea's mobile telecommunication companies. As the second-place player in the 2G service market, which offered voice and text-messaging services, KTF decided to be the number one player in the new 3G service market, which offered stable video communication and high-speed data transmission as well as voice and text-messaging services. To do so, KTF developed a new brand, called SHOW, and implemented various integrated marketing communication (IMC) strategies to attract customers. After only four months since its launch, KTF had successfully attracted more than one million members. Several critical points for successfully launching a new brand in the mobile telecommunication service can be determined from this case. The introduction highlights the success of KTF's new brand launch strategy. Then the mobile telecommunication service market situation in South Korea is summarized. The next section provides a brief explanation of KTF and its new brand launch strategy in the 3G service market, covering topics from the market survey for 3G service to the brand-building processes. This is followed by an examination of how KTF used marketing-integrated communication for its new SHOW 3G service brand. Finally, the competitor's reaction to KTF's successful brand launch is summarized.

The Blue Bulls rugby team enjoyed a fanatical fan base and had been performing well in local and international competitions recently. As a leading South African rugby franchise, the Blue Bulls faced a social and political environment that emphasized racial transformation. An up-and-coming Afrikaans musician had become best-seller with his De La Rey song, which was about a Boer soldier who calls on General De La Rey to lead the Afrikaner people to victory in the second South Africa War between the Boer Republic and colonial Britain. Given the emotive theme of the song and the response by some to view it as a reassertion of Afrikaner nationalism, the song had attracted significant media coverage and controversy. As part of the entertainment at the Vodacom Super 14 rugby game between Western Force and the Vodacom Blue Bulls, De La Rey was played over the stadium loudspeakers. This delighted most of the mainly White Afrikaans spectators. As the evening progressed, the acting head of the Blue Bulls Company, the organization that managed the Blue Bulls rugby team and the Loftus Versveld stadium, received a number of complaints from supporters about the playing of the De La Rey song and thus decided to remove the song from the official stadium playlist. By Monday morning, a media frenzy had erupted about this decision and the acting head was faced with a number of options of how to respond. The case is written for a first-year MBA module and is designed to explore the following themes: 1) race, identity and language as consumer behaviour variables 2) spectator, supporter and consumer processes within sports marketing 3) sports brand development and sponsorship relationships.