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This case is a supplement to A Non-Traditional Female Entrepreneur (A).

In this supplement to Student Plays Fantasy Hockey (A), the student is faced with an additional constraint regarding the total salary of the players selected. The student must come up with a strategy to select 16 players and not exceed $45 million in total salaries.

The Arck Systems series of cases describes the dilemmas faced by a senior sales manager in determining a sales compensation plan at an enterprise software company. The existing compensation plan is aggressive and highly rewards "star" performers. The cases track a series of changes the manager makes to the sales compensation plan in response to negative and unintended consequences of the existing system. The cases illustrate the tradeoffs inherent in incentive plans (even outside of sales environments) and presents a framework for the design and management of incentive systems. It also is useful in addressing employee response to incentive system change.

This supplement to Finemaster Projects Ltd. (A) describes the assistant site supervisor’s meeting with his boss after two years.

In this supplement to Maple Leaf Simply Fresh (A), the launch team is preparing for questions that senior management is expected to ask (before giving the final go-ahead) about how the team plans to mitigate risks during the launch.

In this supplement to Maple Leaf Simply Fresh (A), the results of the first year after the launch and the next challenges the team faces are discussed.

In this supplement to Maple Leaf Simply Fresh (A), the Simply Fresh team is preparing a formal debrief of the program thus far.

Supplement to case 710008.

Supplementary material for 311-134

The Coca-Cola Company ("Coca-Cola") announced a plan in September 2008 to acquire China's biggest domestic juice manufacturer, China Huiyuan Juice Group Limited ("Huiyuan"). This acquisition will boost the market share of Coca-Cola from 12.7% to 20.2% in the country's juice market that year. Because Huiyuan-branded fruit juice is one of China's home-grown prominent brands, this news has triggered a public outcry rooted in patriotic nationalism against Coca-Cola's acquisition. Local juice manufacturers have also protested, claiming that Coca-Cola's enhanced market position would drive them out of business. China's antitrust officials plan to conduct a public hearing in late December 2008. Coca-Cola's senior executives are mulling over the best strategies to convince the authorities that this acquisition benefits the consumers and the society at large. Factors of considerations may include the rationale of regulatory control of M&A, synergies of the merging companies, and the potential effects of merging on competition, consumer interests and industry development. (Note: Case B covers the ruling by China's antitrust authorities on Coca-Cola's case and its implications for foreign companies trying to expand business in the country through acquisition of top domestic brands.)

Supplement for IMD582

Case (A) describes the situation at the Northlands Ledger, a newspaper on its way out of business due in large part to its publisher and editor's focus on what they do and want to keep doing rather than on what their customers (readers and advertisers) want. The value proposition to the reader is that 'we deliver the paper reliably and give you the latest national and international news'. The value proposition to the advertisers is that 'we print your ads accurately and runs them on time'. Both value propositions are outdated, and, even if they were what the customers wanted-which they are not, neither is executed well. The paper's key performance indicators-circulation, classified ads and commercial advertising are all in decline despite the fact that the community it serves is growing. The senior management of the Paulus chain that owns this paper has forced the publisher, Allison, to retire and brought another publisher, Potter, in from one of its other papers, The Sun Belt City Star, where Potter was highly successful. However, he cannot simply transfer his success formula from the Star to the Ledger. Case (B) details his efforts and may be used as a classic example of good change management and leadership practices. Potter established a clear cut set of objectives, formulated a new strategy of responsiveness to readers and advertisers more in line with finding out why they hired the paper in the first place. To implement his new strategy he terminated senior managers and others who he did not feel could contribute to the new paper, and made significant changes in key dimensions of implementation: culture, structure, information and decision support systems, incentives and human resources. Throughout he used a mix of both authoritative and participative change management-a mix that may provoke an interesting class discussion.

Can a company base a major proposal on its good reputation, history with the client, and a perspective that differs from that client's own? Emphasizing both its engineering capability and 80 years' experience, Parsons Brinckerhoff spends one year and $1 million preparing a proposal to build a $17 billion subway line. Competition from four equally qualified firms is stiff, but PB is sure its history and top-level Metropolitan Transit Authority connections make it a shoe-in. Despite MTA's concerns about the finished line's functionality, PB believes the construction of the tunnel itself is the key to winning the bid. In the A case, the firm awaits the good news. The B and C cases reveal the result and the direction the company then chooses to take.

Can a company base a major proposal on its good reputation, history with the client, and a perspective that differs from that client's own? Emphasizing both its engineering capability and 80 years' experience, Parsons Brinckerhoff spends one year and $1 million preparing a proposal to build a $17 billion subway line. Competition from four equally qualified firms is stiff, but PB is sure its history and top-level Metropolitan Transit Authority connections make it a shoe-in. Despite MTA's concerns about the finished line's functionality, PB believes the construction of the tunnel itself is the key to winning the bid. In the A case, the firm awaits the good news. The B and C cases reveal the result and the direction the company then chooses to take.

In July 2009, as investors prepared to submit financial bids for the $3 billion Dharavi slum redevelopment project, considerable economic and political risks remained.

The (B) case gives an update on the development of knowledge management at Danone two years after the (A) case: The Networking Attitude spread throughout the company and the question is posed whether Danone should move to virtual networking in addition to face-to-face networking.

The (C) case provides an update on the B-case decision and describes the introduction of Dan 2.0, an internal social virtual network for the purpose of knowledge sharing in a company that was only used to face-to-face networking.

CEO Kelly Browne wrestles with the design and roll-out of a new compensation system to promote the collaboration necessary for supporting her firm's new strategy. Marshall Gordon International, a global public relations (PR) firm, has recently expanded its service offering to include Executive Positioning, which requires significantly more teamwork, higher-level client interaction and more strategically-minded consultants than their traditional PR work. This "B" case focuses on the choices the firm needs to make about roll-out, including how to measure aspects of consultants' performance, what performance management systems and processes need to support the compensation system, and who should have decision rights about consultants' variable compensation.

The case profiles OPOWER, an energy efficiency software company that applies Cialdini's principles of social influence to successfully encourage consumers to reduce their energy usage. OPOWER was co-founded in 2008 by two young Harvard graduates, Dan Yates and Alex Laskey, who were inspired by Robert Cialdini's behavioral science research showing that people's normative beliefs - and messaging tailored to those beliefs - had a powerful and measurable impact on their energy-conserving behaviors. Yates and Laskey redesigned the home energy bill to include normative messaging, including feedback on how consumers' energy usage compares to their neighbors' usage. Through early trials of the program, the electrical utilities began seeing 1.5% to 3.5% savings in energy usage, almost immediately. After the rapid success of OPOWER's first three years, Yates and Laskey wondered whether their approach would produce sustainable results: what strategy should they pursue to ensure that consumers continue to read and respond to the normative messaging in the "Energy Bill 2.0"?

In the follow-up to the A case of the same name, this case reveals post-launch results for Tata's $2,500 car. Students learn about Tata's promotion, price, place, segment, targeting, and positioning for marketing "the world's cheapest car." This case series is effective for MBA, undergraduate, and executive learners studying market segmentation, pricing, cannibalization risk, pricing, and break-even sales in the face of different price and cost scenarios. Did Tata choose the right marketing strategy? Did the Nano represent an evolution or a revolution in automobile marketing?