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This case presents the Economic Transformation Program (ETP) designed by the Malaysian government meant to revamp productivity growth after a decade of slow down. It also presents the procedures and outcome of the ETP. Follow up to Malaysia: People First? Very transparent view of policy making in Malaysia.

The marketing manager and the Wheaties brand team launched a line extension they believed would bolster the legendary brand. Wheaties Fuel, a ready-to-eat cereal targeted specifically toward men and designed to help users "Prepare to Win" was introduced to consumers in September 2009, with a 360º campaign utilizing television, print, online, and in-store promotions to build awareness. By gaining buy-in early on from Peyton Manning, Kevin Garnett, and Dr. John Ivy, a world-renowned expert on the role of nutrition and exercise performance, the Wheaties team was able to not only create a cereal that was made by champions for champions but also to create prelaunch buzz with a unique method of creating the cereal.

The results were not promising following the initial campaign and launch of Wheaties Fuel as sales dipped five months after it had been put on store shelves. Still there was a 96% incremental gain in sales of the original Wheaties, and many of its new consumers were younger than usual. Based on the initial feedback, the team began using a lighter tone in its messaging, and continued to monitor, learn, and optimize the product and the campaign.

Supplement for case HKS713

Supplement for case HKS713

Supplement for case W12201

Supplement for case W12181

Supplement for case A

The international joint venture that successfully bid for $6 billion in contracts to build LNG trains on Nigeria's Bonny Island became entangled in a widening bribery and corruption probe triggered by an unrelated accusation against an employee of one of the JV partners. The (A) case discusses the JV's "business as usual" approach to doing business in the context of Nigeria's political culture and the involvement of Albert "Jack" Stanley, the JV's alleged manager, in structuring and implementing an elaborate bribery scheme. The (B) case relates Stanley's actions after he became the subject of multiple investigations and was terminated by Halliburton, parent of the U.S. JV partner, for taking kickbacks. The (C) case details the resolution of bribery and corruption allegations against Stanley, several of his associates and the JV partners.

Preem's creditors and owners made a deal with an 18 month extension of debt maturities and a minor equity injection in 2009. Now, in 2010 ,the new maturity is approaching, and refinancing is again unlikely. This time, all the firm's debt is coming due. What went wrong in the first restructuring and what should PCP do to facilitate a more permanent solution?

This case is divided into A, B, and C cases. See OB85 Dealing with a Toxic Boss for an expanded version of the full case. A Case: Ned was an upper middle manager in a major construction company. Six months prior, he was hired away from a competitor to develop the company's market in the fast-growing southeast region. He was assigned to Atlanta to grow that business. As it turned out, the major challenge was not with the market, but with his boss, Bill, Southeast Regional Director. The A case describes Ned's experience working with Bill and Ned's analysis about how to handle the situation. B Case: After a meeting with Bill that did not yield any improvements, Ned decided to approach John, the company president, about the negative impact that Bill's behavior was having on building the Southeast Region. The B case covers Ned's discussion with the company president, Bill's subsequent behavior, and new issues that arose in the regional office. C Case: Ned struggled with whether to continue raising issues about Bill and the impact of Bill's actions on both business growth and employees or simply resign. Case C covers Ned's decision, his plans for rolling out that decision, and the implications of his actions on others.