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This case pairing was designed for use in the Darden School's Global MBA for Executives program in the core Leadership and Organizations course and is also suitable for MBA, EMBA, and Executive Education courses in a module covering transformational leadership or human resources strategy. In this case, Henson's decision whether to stick with SingleStop is revealed.

Supplement case for W13303.

After spending two years evaluating China as a potential market for expansion, in 2012, Scott Malkin, Chief Executive of Value Retail, identifies a highly desireable site in Suzhou. Now Malkin must decide if it is the right opportunity to open a village in China.

This is a supplement to 9B13M057.

Ontela, a technology start-up company, has introduced an innovative service called PicDeck that improves the mobile imaging experience for wireless subscribers. Ontela sells PicDeck to wireless carriers, who in turn private-label the service to their subscribers. Ontela must decide which customer segments it should target for the service and how to create a positioning strategy and a marketing communication plan to promote it. It must also consider the value proposition of the PicDeck service for wireless carriers (its direct customers), who need to be convinced that the service will lead to higher monthly average revenue per user (ARPU) and/or increased subscriber loyalty. Part A of the case provides qualitative information on customer personae that represent different customer segments. Students are asked to develop a targeting and positioning strategy based on this qualitative information. Part B provides quantitative data on customer preferences that can be used to identify response-based customer segments, as well as demographic and media habits information that can be used to profile the segments. Students are asked to revise their recommendations based on the additional quantitative data.

This case series profiles the leadership transition of a rising executive at global corporation. In the A case Deborah DiSanzo is asked to take on a new assignment within Philips Medical Systems as general manager of the patient monitoring business, a highly profitable but low growth unit, and to leave behind the high growth cardiac resuscitation business where she has been an entrepreneurial leader. The challenge for DiSanzo in her new role is to create a vision for growth in an organization that has seen high turnover, has an entrenched senior team, and has already tasted high success. The case chronicles the ways in which DiSanzo re-aligns the organization around a new shared vision, provides insights into how to effectively navigate as a new leader, and how to drive organizational change and renewal. The brief B case shows the business unit is successfully growing, and in the process creating greater complexity. DiSanzo is faced anew with the challenge of mobilizing her larger team and keeping the excitement of her hard-earned vision tangible. Courses in which this case can be used include Strategy Implementation, Change Management, and Organizational Behavior and the case is suitable for use in both graduate and executive education contexts.

The case traces the journey of an Indian pharmaceutical firm, Glenmark Pharmaceuticals, which had traditionally focused on generic drugs, into the area of discovery research. After India entered the global product patent system with the signing of the WTO TRIPs agreement in 1994, a number of Indian companies sought to move into discovery research. Glenmark invested heavily in developing its capabilities to undertake high-risk pharmaceutical research, and within three years, developed several promising molecules. The company signed out-licensing agreements for the molecules with international companies two agreements with U.S.-based Eli Lilly and Company and one each with U.S.-based Forest Laboratories and Germany-based Merck KGaA. The case takes students back to 2008, one of the most critical periods in the company's evolution. Three of Glenmark's four drug development projects have failed and the fourth is showing signs of failure. The company's stock price has plummeted and the management is under pressure from financial analysts to drop discovery research and focus on what they had always done best generics. The case puts participants in the chair of Glenmark's CEO Glenn Saldanha, who must, amid the building pressure and resource constraints on the company, develop a future plan of action for its R&D. To be or not to be the innovation company? That is the question before Saldanha, and the class.

James White, the new CEO of Jamba Juice, has successfully averted bankruptcy and must now decide the future path for Jamba Juice, the leader in the smoothie and fresh bar industry. This two part case presents the various strategic options White is considering. It then asks participants to determine the best strategic path and how this path should be specifically implemented. The follow on B case describes what White actually did and presents the results.

Is there statistical evidence of global warming? The B case presents the results of three different analyses that are representative of MBA students' work. The case series is effective in discussing the analysis of time-series data in the context of business analytics, predictive analytics, big data, or other similar courses. Given that the case is based on global warming-a phenomenon all students are undoubtedly aware of-it is eye-opening with respect to how incorrect data analysis can indeed "support" different points of view.

Continuation of the 'Curt Schilling's Next Pitch' case series.

This is a two-part case series. Case A begins in April 2010, where Sharat Verma, the brand manager for Gillette India, together with Harish Narayanan, the assistant brand manager in the Singapore regional business unit, influence an R&D effort to redesign the Gillette Mach3 razor for the Indian market. By focusing on frugal innovation, they succeed in removing non- essential features of the razor design in order to reduce costs, thereby aligning the value proposition and price-point to the target segment. In addition, they also help develop an unconventional marketing campaign, called the "Shave India Movement", which catalyses the previously unresponsive yet more affluent urban market, and results in record breaking sales for the Mach3 razor in 2010. Verma and Narayanan are left to analyse the mechanics underlying the success of this campaign, and determine if the movement can be further expanded. They must also determine if lessons from the campaign can be applied elsewhere, and if so, how? Case B begins in May 2010 with Sharat Verma wondering how he can extend the "Shave India Movement" from the urban elite down to consumers at the bottom of the affluence pyramid through a new product, the Gillette Guard - set to launch five months later in October. This new product is designed specifically for low-income consumers in India. With the price-point and distribution dilemma already solved vis-à-vis the successes of the Mach3 campaign discussed in Case A, he now needs to craft an activation strategy that will extend the Shave India Movement to all rungs of society.

Two members of Nike's executive team must decide what sustainability targets to propose to Nike's CEO and to the corporate responsibility committee of Nike's board of directors. Set in 2012, the case traces the evolution of Nike's approach to environmental and social concerns from its origins in student protests against labor conditions in the supply chain in the 1990s through the development of a board-level corporate responsibility (CR) committee in 2001 to the creation of the Sustainable Business & Innovation (SB&I) strategy in 2009. In this context, Hannah Jones, Nike's VP of SB&I, and Eric Sprunk, VP of Merchandising & Product, are working to finalize the company's next round of sustainability targets for presentation to the CR committee. When Nike signs on to the Roadmap to Zero, a Greenpeace-inspired initiative to eliminate the discharge of toxic chemicals into the water supply by 2020, the company's target-setting process becomes more complex. Jones and Sprunk must decide whether to recommend that Nike dial back other sustainability goals to meet the zero toxics challenge, modify its commitment to zero toxics, or find another solution.

Supplement for IMD612

Supplement for W13226

This is a supplement to 9B13M090.

This case, a supplement to UVA-M-0663, examines the energy drink market during the span of years from 2005 to 2012. Red Bull still retained the highest share by value, but energy shots, a new product form pioneered by 5-hour Energy, were showing phenomenal growth in the category.

Supplement for W13222