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This (B) case supplements the (A) case by providing additional information and update through early 2016.

This case series examines the two stage transformation of DBS 2009- 2017. In both stages the bank places the customer as the centre of its thinking about how to structure, resource and play in the market. In 2009 DBS was an underperforming national bank with overseas branches, losing traction and lacking a compelling strategy. Under new leadership the A case describes the initial implementation of its turnaround strategy with the objective of creating a competitive world class multi national bank. DBS must decide which overseas market to focus on and how to enter. It raises the issue of the role of the fintechs in shaping the future of banking and its likely impact on the bank's strategy. The B case describes DBS's digital pure-play entry into the Indian market, its strategic reset now with an ambition to be like a 22,000 person start up prompted by its assessment of what the fintech landscape populated by the likes of Alibaba/ant financial. The case describes significant progress but asks whether this is sufficient given how the industry is evolving. The C case describes the company's progress up to 2017 and highlights why Euromoney named DBS as the World's Best Digital bank. It asks whether this progress is sufficient in given the amount of sectoral change. Learning objective: This case series allows students to examine the implementation of a customer-led strategy in an industry undergoing disruption. More specifically students learn how to implement a customer-led strategy, how to enhance an organisation's agility, how to embed an innovative culture.

This case series examines the two stage transformation of DBS 2009- 2017. In both stages the bank places the customer as the centre of its thinking about how to structure, resource and play in the market. In 2009 DBS was an underperforming national bank with overseas branches, losing traction and lacking a compelling strategy. Under new leadership the A case describes the initial implementation of its turnaround strategy with the objective of creating a competitive world class multi national bank. DBS must decide which overseas market to focus on and how to enter. It raises the issue of the role of the fintechs in shaping the future of banking and its likely impact on the bank's strategy. The B case describes DBS's digital pure-play entry into the Indian market, its strategic reset now with an ambition to be like a 22,000 person start up prompted by its assessment of what the fintech landscape populated by the likes of Alibaba/ant financial. The case describes significant progress but asks whether this is sufficient given how the industry is evolving. The C case describes the company's progress up to 2017 and highlights why Euromoney named DBS as the World's Best Digital bank. It asks whether this progress is sufficient in given the amount of sectoral change. Learning objective: This case series allows students to examine the implementation of a customer-led strategy in an industry undergoing disruption. More specifically students learn how to implement a customer-led strategy, how to enhance an organisation's agility, how to embed an innovative culture.

Spencer Theodore Fung slowly closed the covers of the 2016 Analyst Presentation report he had just reviewed. The hazy Hong Kong skies of March 2017 reflected his mood. His third year as Chief Executive Officer of Li & Fung Limited (LF), Spencer wondered how to convince analysts used to 17% CAGR, that 2016 results were reasonable in light of the company's re-positioning. Opportunities abound, but would they believe and give him time? With a war chest of almost US$1 billion and gearing of only 27%, how should he roll out the next three-year plan? 2016, the 110th anniversary of Li & Fung's luminous existence, may mark the dawn of a new horizon...

At the beginning of 2017, India was among the top 10 markets for Johnson Controls-Hitachi Air Conditioning India Limited, accounting for around 10 per cent of its revenue. The company was trying to increase its room air conditioner (RAC) market from 11 per cent to 20 per cent by 2020. It was positioned in the premium segment of the RAC market but wanted to enter the popular segment, which was crowded with established players. The company's focus had been on the inverter air conditioner (AC) segment, which accounted for 40 per cent of its RAC revenue; however, because of this segment's market potential and growth, competition from key competitors was stiff. Under these circumstances, the company faced the dual challenge of finding the right strategy to establish itself in the popular RAC market and deciding how to defend its position in the inverter AC segment.

In 2016, the founder and chief executive officer of Red Star Macalline, China's largest furniture shopping mall operator, was finalizing the company's new growth plan-the "1001 Strategy." The plan was to be implemented in two phases: first, building 1,000 brick-and-mortar shopping malls, focused on home improvement products, and then integrating the malls into a seamless ecosystem through a single overarching Internet platform. The company faced challenges in being the first in the Chinese home improvement industry to forge such a path. Could the chief executive officer sustain the company's first-mover advantage? Would his overall strategy work? Did he need a reality check for the execution plan?

The launch of BlackBerry by Research in Motion (RIM) in 1999 laid the foundation for the development of smartphones. The next decade was a period of spectacular growth for RIM, making its two co-CEOs billionaires. At the end of 2007 the company had a market capitalization of more than $60 billion. Sales peaked at almost $20 billion in 2011. In 2016, sales were $2.2 billion and the company had lost money for four straight years. With the market capitalization having fallen to $4 billion by August 2016, the survival of BlackBerry (the company changed its name from RIM to BlackBerry) was uncertain.

This case raises contemporary issues pertaining to strategy and leadership. It helps to demonstrate that (a) sound economic rationale is a necessary but not sufficient condition to make a business strategy effective, and (b) successful implementation of a strategy is contingent on it being driven by a responsible and ethical leader. The case helps students to understand limitations of the pay-for-performance system, and appreciate negative impact of unethical business decisions. Established in 1852, Wells Fargo had earned a storied reputation for integrity and principled performance. The cornerstone of the Bank's business strategy was "cross-sell", a strategy that augmented Wells Fargo's performance and that of its stock. To implement the strategy, Wells Fargo's management instituted an incentive system that awarded significant bonuses to employees for opening customer accounts, and reprimanded employees who did not meet "quotas" of the number and types of accounts. The obsession of top management with "cross-sell" obscured the vision of the Bank to give unconditional primacy to serving customers' interests. The Bank was fined $185 million for opening over two million unauthorized checking and credit card accounts between 2011 and 2015. The Board had failed to monitor the actions of its senior management. In the aftermath of the debacle, Stumpf resigned from the CEO and Chairman of the Board positions at Wells Fargo. His successor, Tim Sloan, had the unenviable task to restore reputation of the Bank by making changes to its strategy, structure and systems. Using a holistic analysis of the episode from the perspective of corporate strategy, responsible leadership, corporate governance, business ethics and organizational culture, the case provides a platform to discuss challenges that Tim Sloan faced to set the stagecoach of Wells Fargo to start thundering again.

United Way Suncoast (UWS), a regional chapter of the United Way, was a non-profit based in West Central Florida that had annual revenues of $22 million and served four counties. Recent performance at UWS had been excellent, but Jamie Renee, the Chief Development Officer (CDO), responsible for strategic long term relationships with corporate donors, was concerned for the future. Multiple sources of information indicated that Millennials' charitable giving differed from other generations. She particularly noted that as a group, Millennials tended to put a lower priority on local charities and the highest priority on supporting international human rights. The entire mission of UW was to collect resources and allocate them to local charities that supported local causes. If Millennials continued to shun local charities while supporting overseas causes, what would become of UW? This dilemma led Renee to think about UW's approach for targeting Millennials. She needed to devise a three-pronged strategy for appealing to Millennials: volunteering, giving and employment.

Wayne Williams, the CEO of Telect, Inc. has proposed that he and the company's CFO, Stan Hilbert, spend a month or more riding around the country on their Harley Davidson motorcycles visiting the company's customers in honor of the company's upcoming 30th anniversary in September 2012. Wayne wants to take the ride to personally thank the customers who have helped the company reach this milestone and to showcase the firm's product offerings. He would also like to find out from customers what more Telect could be doing to meet their needs. Stan is concerned that the ride could backfire and be misinterpreted by customers, eroding rather than enhancing customer relationships. He is also concerned that employees will not see the ride as the best use of the company's resources and CEO and CFO's time, and that the company may not want to take on the physical risks of having its executive team travel around the country by motorcycle. The students are put into the shoes of the CFO and must decide whether or not to support the ride. If they support the ride, they need to craft a strong argument for the ride to present to the company's board of directors. If they decide not to support the ride, they need to craft a strong argument that will have a chance of convincing the CEO to change his mind about the ride. The case was written primarily for use in MBA and Executive Education strategy and/or executive leadership courses, but it is also suitable for use in an undergraduate level strategy or leadership course. The case focuses on strategic leadership and the role of the executive team in both shaping corporate culture and in developing and maintaining strong relationships with the organization's stakeholders, and in particular, its customers. There is both a full length (12 pages) and abridged (5 pages) version of this case.

Against the background of a fragmented cable industry Chris Kyle at Shentel is evaluating a renewal offer to carry AMC Networks' programming. The offer includes a significant price increase as well as conditions that require Shentel to carry additional AMC channels. AMC's position is fortified by its ownership of the #1 TV show in the US, The Walking Dead. Shentel is concerned about price escalation and the additional capacity demands on its network, and must make a recommendation on whether or not to accept AMC's offer.

This short case updates the earlier Intuit case on transitioning from a product company into a platform company. In addition to provided information on the recent successes and challenges of the business, it also explores a new challenge of building a platform with a branded third party solution or a "white label" solution, which would hide the third party brand.

Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one (cases A and B), or in teams of two (cases C, D, E), thereby allowing the instructor to explore the negotiation team dynamics.

Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Seven years ago, two of the three partners of a company worked in tandem to remove the other partner through legal trickery. Now, if they are to save their company, they need to resolve their differences with the partner they expelled, who is still angry with them. The case depicts a real-life story of a negotiation between former partners where there is a lack of trust, hurt feelings, and an equal potential to create value on the one hand, and misunderstandings and further conflict on the other. It provides the possibility to negotiate either one on one, or in teams of two, thereby allowing the instructor to explore the negotiation team dynamics.

Supplements the (A) case.

Over 20 years as a public company, founder and CEO Jeff Bezos has taken Amazon.com from an online bookstore to the largest online retailer and comparison-shopping site in the world. Bezos has followed the trend of integrating hardware and software, products and services, and online and brick-and-mortar stores. Amazon diversified into cloud computing (with Amazon Web Services, or AWS) and content delivery and original content creation. Still, Amazon continues to display low profitability, reflecting Jeff Bezos investment in Amazon and increased competition from Apple, Alphabet, Microsoft, Alibaba, and Walmart. Investors are expecting profits will come, but this is uncertain and something Jeff Bezos must manage.

Buoyed by success in the market for gambling contracts, Betfair attempts to enter the market for financial products using its exchange model.