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This is a supplement to 9B13C020.

In the 1990s, following the fall of the Soviet empire, a wave of English-language newspaper emerged in Eastern Europe. Among the most significant was the Kyiv Post, which by the end of the decade had established a reputation as the leading independent news source in Ukraine. From its shoestring beginnings, by 2006 it had become a $US55 million enterprise. However, the newspaper's independence and survival was severely tested in the wake of the global financial crisis.

In the 1990s, following the fall of the Soviet empire, a wave of English-language newspaper emerged in Eastern Europe. Among the most significant was the Kyiv Post, which by the end of the decade had established a reputation as the leading independent news source in Ukraine. From its shoestring beginnings, by 2006 it had become a $US55 million enterprise. However, the newspaper's independence and survival was severely tested in the wake of the global financial crisis.

The La Boulange: Exiting to a Large Strategic Buyer case follows the evolution of the La Boulange bakery and café chain and its eventual buyout by Starbucks Corporation. First, the case relates the founding story of La Boulange by its CEO Pascal Rigo. Then, the case discusses the controlling investment made by Sebastien Lepinard and the subsequent changes in La Boulange's strategy and governance structure. The case then discusses a buyout offer for the company and turmoil amongst leadership. Finally, the case delves into the buyout offer from Starbucks.

A consultant is enlisted to help an educational publisher streamline production using Lean principles. In the B case, the group prioritizes the problems it will address and identifies how success will be measured.

This third part of a three-part case provides an epilogue to the CPI initiative. One year later, the editorial office continues to see positive results.

Supplement to case 113131. Transport Corporation of India was a logistics company that provided multi-modal transport solutions to its customers. Set up in 1958, TCI had grown from a 'one man, one truck, one office' set-up to a company with revenues of $400 million in half a century. TCI's growth had been assisted by the creation of individual divisions that provided specialized services to its clients-Freight, Express, Supply Chain Solutions, Seaways and Global. In 2012, the company renewed it efforts to foster cross-selling across the divisions with the hope that this would increase customer-stickiness and foster growth. However, as the company tried to push the cross-selling agenda across its various divisions, it faced myriad issues. It needed to educate its divisional sales-staff about the services provided by divisions other than their own; to motivate them to cross-sell; and to create intra-division confidence to facilitate cross-selling. While the Joint Managing director, Vineet Agarwal, under the guidance of his father D.P. Agarwal, Vice-Chairman and Managing Director, TCI, and in conjunction with TCI's Executive Committee, had introduced initiatives like training across divisions, competitions on cross-selling, and tracking of cross-selling leads, he was not sure that these were enough. Were there other ways in which TCI could successfully cross-sell? Could they put in place a system that specifically incentivized cross-sales to motivate sales staff? The (A) case focuses on TCI's cross-selling efforts and the strategic decisions before it. Cases (B), (C), and (D) discuss specific situations that demonstrate issues related to the cross-selling initiative.

Transport Corporation of India was a logistics company that provided multi-modal transport solutions to its customers. Set up in 1958, TCI had grown from a 'one man, one truck, one office' set-up to a company with revenues of $400 million in half a century. TCI's growth had been assisted by the creation of individual divisions that provided specialized services to its clients-Freight, Express, Supply Chain Solutions, Seaways and Global. In 2012, the company renewed it efforts to foster cross-selling across the divisions with the hope that this would increase customer-stickiness and foster growth. However, as the company tried to push the cross-selling agenda across its various divisions, it faced myriad issues. It needed to educate its divisional sales-staff about the services provided by divisions other than their own; to motivate them to cross-sell; and to create intra-division confidence to facilitate cross-selling. While the Joint Managing director, Vineet Agarwal, under the guidance of his father D.P. Agarwal, Vice-Chairman and Managing Director, TCI, and in conjunction with TCI's Executive Committee, had introduced initiatives like training across divisions, competitions on cross-selling, and tracking of cross-selling leads, he was not sure that these were enough. Were there other ways in which TCI could successfully cross-sell? Could they put in place a system that specifically incentivized cross-sales to motivate sales staff? The (A) case focuses on TCI's cross-selling efforts and the strategic decisions before it. Cases (B), (C), and (D) discuss specific situations that demonstrate issues related to the cross-selling initiative.

Supplement to Yammer (A), case 712-494.

Yanzhou Coal Mining Company Limited (Yanzhou Coal) is a listed company controlled by Yankuang Group Co., Ltd. (Yankuang Group) which is affiliated to the State-owned Assets Supervision and Administration Commission (SASAC) of Shandong Provincial Government, China. Yanzhou Coal have been listed in Hong Kong, New York and Shanghai respectively. It is mainly engaged in coal, coal chemical industry and power generation. In addition to the connotative development, Yanzhou Coal started to implement a strategy of denotative development after listing and seek coal projects in other cities outside Shandong Province or China. This case mainly introduces the process of Yanzhou Coal's acquisition of Austar Coal Mine, Felix Company, as well as Gloucester Coal Ltd. by exchanging shares, thus achieving listing in Australia.

Supplement to case SMU382. Dunia B is a follow up case to Dunia A, but can also be taught independently. This case discusses the challenges faced by the chief risk officer Raman Krishna after the launch of Dunia, during a time of unprecedented uncertainty in the midst of the 2008 worldwide financial crisis. During this time it has become difficult to manage the sales force and their motivation on account of ever tightening credit criteria and the inevitable reduction in loan volumes. There is a real need to understand how, and from where, to source a sufficient number of potential borrowers who will satisfy the revised criteria and also enable Dunia to meet their planned growth numbers. Dunia has been cautious with its first couple loans, but as it begins to loan out the remainder of its portfolio, the company needs to make some tough decisions on how to make the lending business work with such widespread uncertainty. In the Dunia B case, participants experience the challenges of pursuing profit with quality (versus quantity) growth. It provides students an opportunity to discuss the challenges of credit evaluation and approval strategies, as well as credit risk management, faced by a new financial institution. The instructor can also guide a discussion on the reliability of traditional rule-based models as opposed to a judgment-based approach.

This case focuses on the growth of an innovative non-profit institution that motivates aboriginal children to attend school by harnessing their love of football.

Assuming office in December 2012, Prime Minister Shinzo Abe was determined to revive Japan's stagnating economy through an ambitious plan known as 'Abenomics.' Under the guidance of the newly appointed governor of the central bank, Haruhiko Kuroda, the Bank of Japan adopted quantitative easing as its new monetary policy, pledging to double the nation's monetary base in two years through the purchase of long-term government bonds. While Kuroda insisted that Japan needed to "use every means available" to combat deflation, critics wondered whether inflation would increase the nation's public-sector debt to unsustainable levels or outpace growth in wages. Furthermore, skeptics debated whether Prime Minister Abe was wise to make the Bank of Japan the key player in moving the nation toward economic growth. Others questioned whether, unlike in the past, the Bank of Japan would take the necessary steps to carry through with the policy.

The case tracks a large project for developing a chip for automobile entertainment systems. Participants evaluate the project's continuing progress and viability through three episodes. The case holds important lessons for evaluating complex new product development projects that lack visibility, as well as the efficacy of stage gates for monitoring such projects.

The case tracks a large project for developing a chip for automobile entertainment systems. Participants evaluate the project's continuing progress and viability through three episodes. The case holds important lessons for evaluating complex new product development projects that lack visibility, as well as the efficacy of stage gates for monitoring such projects.

The case tracks a large project for developing a chip for automobile entertainment systems. Participants evaluate the project's continuing progress and viability through three episodes. The case holds important lessons for evaluating complex new product development projects that lack visibility, as well as the efficacy of stage gates for monitoring such projects.

The case tracks a large project for developing a chip for automobile entertainment systems. Participants evaluate the project's continuing progress and viability through three episodes. The case holds important lessons for evaluating complex new product development projects that lack visibility, as well as the efficacy of stage gates for monitoring such projects.