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The B case describes the process and terms of the very successful offerings of contingent capital in February 2011, as well as The Basel Committee's preliminary decision not to allow contingent capital to count as Tier 1 equity.

InnoCentive.com enables clients to tap into internal and external solver networks to address various business issues. In 2008, InnoCentive introduced "InnoCentive@Work" (lC@W), which recognized clients' reluctance to share problems and solutions with an external network. Instead, IC@W enabled clients to foster open collaboration amongst its own employees. IC@W became the fastest growing product in InnoCentive's portfolio. In 2010, InnoCentive added "team project rooms" which allowed small groups of solvers from InnoCentive's community to openly add posts and discussion threads after agreeing to the confidentiality and IP transfer requirements of the client. The case raises the questions of how the team room concept could be improved and how clients could be convinced of its benefits.

InnoCentive.com enables clients to tap into internal and external solver networks to address various business issues. This case focuses on the outcome of InnoCentive's decision to post challenges related to environmental issues created by the Gulf Oil Spill. It reviews lessons learned from this experience and asks students to consider whether InnoCentive should post challenges in response to the nuclear crises resulting from the 2011 Japanese earthquake and tsunami.

This case is a supplement to Fabric Super-Store (A).

In March 2011, Troy Carter, manager of pop star Lady Gaga, reflects on decisions made regarding his artist's concert tour and faces a new set of challenges regarding the launch of Lady Gaga's new album, Born This Way. Is a huge, expensive launch akin to that of a "tent-pole" movie the best way to capitalize on Gaga's popularity, or is a more moderate approach that relies on word-of-mouth the right way to proceed? Designed to help students understand the decisions that helped propel Lady Gaga into one of the entertainment world's biggest names. Written from the perspective of her manager, the case provides rich insights into the artist's touring, recorded-music, and social-media activities, as well as supporting economic data.

This case is a supplement to Fabric Super-Store (A).

Describes the issues facing a founder-ceo regarding building a board, assembling an executive team, managing tension between co-founders, and outsourcing development work.

This continuation of the case about a Google AdWords campaign for Motorcowboy, an online source of custom footwear, recounts the Darden team's revised approach.

This third and final part of the case about a Google AdWords campaign for Motorcowboy, an online source of custom footwear, delineated the Darden team's recommendations for future efforts.

The (B) case provides information on actions taken by Citigroup management in 2009-2010 in the aftermath of the financial crisis and massive government intervention to save the bank. It is a supplement to the (A) case.

Narayana Hrudayalaya (NH) has expanded into a multi-specialty health city in Bangalore and has grown to twelve locations across India. The hospital plans to build 300-bed secondary-care hospitals in smaller cities across India, with a goal to operate 30,000 beds in seven years, which will make it comparable with the world's largest hospital chains. NH operates the world's largest tele-cardiology network, which provides consultations to people in 800 locations across the world, including 53 African countries. Management also plans to open a 2,000-bed hospital in the Cayman Islands to provide underinsured Americans with tertiary care procedures at 40% below U.S. prices, thereby bringing Dr. Shetty's model of compassionate care at affordable prices to the developed world.

This supplement to Change at Pfizer: Jeff Kindler (A) deals with Pfizer’s 2009 acquisition of Wyeth — the first mega-acquisition since the world economic crisis.

This case is a supplement to Change at Pfizer: Jeff Kindler (A).

This case is a supplement to GSK’s Andrew Witty (A).

This case supplements the Performance Coaching: General Manager Role case by providing briefing material for the individual who is assigned to play the Darcy Gallagher role. In preparation for the meeting between sales manager Darcy Gallagher and his general manager regarding his annual performance review, Darcy has done a self-assessment of his performance. In addition, this supplement describes Darcy’s beliefs about leadership, sensitivity to criticism, and motivators.

This case supplements the Career Coaching: General Manager Role case by providing briefing material for the individual who is assigned to play the Darcy Gallagher role. In preparation for his meeting with his general manager about his future career path, Darcy has crafted his career development plan over the next five years.

The case describes Albert "Jack" Stanley's response to actions initiated against him by the U.S. Department of Justice and the SEC.

This case continues the story of the evolution of GE's business initiatives Africa. Between November 2010 and March 2011 several significant structural changes and leadership appointments were announced at GE, which reflected the company's commitment to global growth in all its regions outside the U.S., including its business in sub-Saharan Africa. In November 2010, John Rice, vice chairman of GE and president and CEO of GE Technology Infrastructure, was named vice chairman of GE and president and CEO of Global Growth and Operations (GGO). In this new role, Rice was based in Hong Kong and in charge of GE's growth in regions outside the U.S. In March 2011, Jay Ireland, a 31-year GE veteran and corporate officer, was appointed president and CEO for GE Africa, effective April 15, reporting to Rice. Additionally, three senior executives were appointed to Ireland's team: Lazarus Angbazo was promoted from president and CEO, sub-Saharan Africa, to president and CEO, GE West, East & Central Africa and Africa commercial leader; Thomas Konditi, a native of Kenya, rejoined GE as CFO for Global Growth and Operations, GE Africa; and Tamla Oates-Forney was promoted from human resources leader for sub-Saharan Africa, GE Energy, to senior human resources manager, GE Africa. While many were optimistic about GE's future in Africa, several issues still needed to be considered.

The entrepreneurs had offered to purchase one Fabric Super-Store franchise; management had countered with vendor take-back (VTB) financing toward the purchase of two stores if the entrepreneurs would agree to buy and operate both locations. The VTB debt would be in second position to the bank in the event of a bankruptcy. The couple was convinced they could be successful franchisees with both stores, but were concerned with the high proposed interest rate on the VTB offer. While there was no penalty for early repayment (as in their secured bank loan), the bank had offered very competitive rates. After evaluating the financial implications of Fabric Super-Store's counter offer, it was clear that without an immediate and substantial increase in sales at both stores, the entrepreneurs would find themselves unable to operate the business due to the high financing costs. Although both parties were motivated to make a deal happen, some important roadblocks would need to be navigated in order to actually get it done.

The two entrepreneurs met with Fabric Super-Store's executive management team to present an offer to purchase the Kitchener store and a right of first refusal (ROR) on a second, nearby location in Cambridge. Upon consideration and rejection of the ROR, management responded with an intriguing counter-offer in terms of a "vendor take-back" offer (VTB). Fabric Super-Store offered vendor financing terms over three years provided the entrepreneurs purchased both locations. Somewhat complicating their decision to buy was discovering that the Cambridge location had machinery much newer and larger than that in the Kitchener store. Should Cambridge be sold to another party, it could threaten the success of the Kitchener store. The entrepreneurs concluded that they would either need to buy both locations, or pass on the opportunity completely. What to do?