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This case is a supplement to Defence Research and Development Canada — Toronto (A): The Organizational Alignment Program.

Supplement for case W12908

Despite initial concerns about the electronic reverse auction process, Casturn Director of Control Systems Miguel Haro decided that he was going to put all his weight behind the initiative and ensure that it succeeded, even if it was only to answer all the questions about how to run auctions. After a series of initial missteps, Haro began building a convincing business case for the auctions. A strategic mistake would erode any remaining support for auctions as a sourcing tool.

The A case examines how CARE, a non-profit international development organization, begins to pursue a market-based approach to meeting its poverty-reduction mission. Specifically, a CARE project manager explores how previous work with low-income livestock herders in drought-prone eastern Kenya might offer an opportunity to work with value chain actors to improve access to markets and increase farmer incomes. With the Kenyan livestock project as the pilot for this new approach, Case A's main decision point concerns a strategic choice on what role CARE should play in the value chain to support low-income pastoralists. Options include 1) becoming directly involved in value chain transactions, buying and selling livestock and providing inputs to farmers or 2) acting as a value chain facilitator to provide the information and incentives to existing actors to make the value chain more efficient and inclusive for low-income producers. This strategic decision is part of a larger proposal that students are tasked to create for CARE's market-based livestock project. Case B describes the decisions CARE actually made in structuring the project and their choice to become directly involved in the value chain, buying cattle from farmers, negotiating a deal with a large farm to fatten the cattle and transporting the cattle to market. Case B is set three years into the project and begins to describe some of the serious challenges that their strategy is facing. Case B's decision point concerns developing options for how the project can be turned around, including that of CARE playing an indirect role as value chain facilitator and catalyst.

Sociable Labs was conceived as a start-up business attempting to use friend recommendations to curate and recommend purchase opportunities on the internet. Much as his Facebook social events app helped friends discover events based on their friends' events, founder Nisan Gabbay wanted to show users what their friends were buying or "liking," in the hope that such knowledge would help guide their purchases and even enable merchants to use Facebook to help grow their sales. How would he discover what his customers needed and what they were willing to pay for?

Sociable Labs was conceived as a start-up business attempting to use friend recommendations to curate and recommend purchase opportunities on the internet. Much as his Facebook social events app helped friends discover events based on their friends' events, founder Nisan Gabbay wanted to show users what their friends were buying or "liking," in the hope that such knowledge would help guide their purchases and even enable merchants to use Facebook to help grow their sales. How would he discover what his customers needed and what they were willing to pay for?

This case is a supplement to Value Chain Development: Care Kenya’s Challenge to Make Markets Work for the Poor (A).

This case builds upon Bank Vozrozhdeniye (V.Bank) (A) and (B), bringing the subject up to the year 2012. The (C) case again encourages students to balance economic and political risks against the likely increase in future profitability.

This case is a supplement to Pursuing Cadbury (A).

A decade after BusinessWeek declared the competitive battle between eBay, Inc., and Amazon.com "a defining moment for e-commerce," Amazon established itself as the leader. eBay must decide what strategy to use in order to regain the upper hand: maintain its current platform business model or make a radical change by transforming itself into a services provider.

The case updates events since the Court's ruling against Myriad Genetics on March 29, 2010 and should be used in conjunction with Gene Patents (A). On July 29, 2011, a US Appeals Court reversed the prior ruling against Myriad. On September 16, 2011, the first major overhaul of US Patent law in nearly 60 years was signed into law. Among other provisions, the law moved the US to a first• to-file priority when granting patents, as was the practice in most of the rest of the world. Many felt this change would help to reduce the amount of patent litigation. The case ends with the Supreme Court's 9-to 0 on March 29, 2012 ruling against another company in a case similar to Myriad's. Within five days of that decision, the Supreme Court remanded the Myriad case back down to the Court of Appeals for reconsideration.

A consortium of private equity firms (KKR and Silver Lake Partners) is in the process of acquiring the semi-conductor division of Agilent. To prepare for the signing of the acquisition agreement and the subsequent transfer of ownership, the deal team is revisiting their investment thesis with respect to upsides and risks. Please visit the dedicated case website http://cases.insead.edu/chips-on-the-side/ (copy and paste the url into a browser).

This is information for one of the six roles to be used in the V-Cola negotiation exercise. Please see V-Cola General Instructions (912043) and Teaching note (912042) for full information.

This is information for one of the six roles to be used in the V-Cola negotiation exercise. Please see V-Cola General Instructions (912043) and Teaching note (912042) for full information.

This is information for one of the six roles to be used in the V-Cola negotiation exercise. Please see V-Cola General Instructions (912043) and Teaching note (912042) for full information.

This is information for one of the six roles to be used in the V-Cola negotiation exercise. Please see V-Cola General Instructions (912043) and Teaching note (912042) for full information.

This is information for one of the six roles to be used in the V-Cola negotiation exercise. Please see V-Cola General Instructions (912043) and Teaching note (912042) for full information.

This is information for one of the six roles to be used in the V-Cola negotiation exercise. Please see V-Cola General Instructions (912043) and Teaching note (912042) for full information.

In 2011, the PNC Financial Services Group announced the addition of $250 million to the $100 million that it had pledged to its early childhood education program, Group Up Great, in 2003. The case serves as an update to the "PNC Financial: Grow Up Great (A)" case, which outlined the design and implementation of the program and presented key challenges. The (B) case will show some of the program's responses to challenges like the strategic integration to Grow Up Great into the bank's business; the introduction of the program to new markets following the bank's geographical expansion; and the measurement of the programs' social impact.