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Case Supplement for Case IN1840

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Gia is an early-career data analyst at an industry-leading social media company. When she is asked to prepare a research report presenting analysis of user data, Gia is confronted with a challenge. After conducting thoughtful research and reviewing previous reports, she is troubled by data suggesting that her company's flagship product is negatively impacting young users. Her supervisor advises her that acting on these concerns is futile and may lead to consequences for her prospects at the company. Despite this warning, Gia wants to raise these concerns to her superiors, but she is unsure how to do so effectively. This fictionalized case addresses ethical issues around social media, data, and young users, as well as strategies for early-career employees to voice concerns to superiors.

Supplement to the Li and Fung: Stay Public or Go Private (A). Case B describes the actual outcome and the immediate developments of the company after taking it private. The new hindsight enables students to revisit the company's go-private decision in light of the new developments, offering students an opportunity to understand the agency conflict between the majority and minority shareholders in a listed family business. It also raises the question of whether going private is considered necessary for the Fung family. A moral dilemma would emerge towards the end, stimulating students to think about the issue of ethical leadership.

Supplement for product #CB0224

This case reveals the events that took place after the conclusion of the case "Thinking Outside the Wine Box (A): Mekanism and the Franz for Life Campaign." After reviewing Mekanism's pitches for the Franz for Life 2.0 campaign, TWG executives felt that the proposed storyboards were not the right direction for the campaign, and requested that Mekanism develop a second round of storyboards. At the conclusion of the (B) case, TWG leaders must decide whether to choose one of the new storyboard sets, revisit one of the previous ideas, or request yet another iteration of the pitch.

This case reveals the events that took place after the conclusion of the cases "Thinking Outside the Wine Box (A-B): Mekanism and the Franz for Life Campaign." After selecting a creative direction for the Franz for Life 2.0 campaign, independent advertising agency Mekanism must decide the campaign's influencer marketing strategy as part of the media plan. Mekanism Chief Social Officer Brendan Gahan must review a proposed roster of social media influencers and decide which are likely to be the best ambassadors for the Franzia brand. Gahan also needs to decide how many influencers to contract, how much to pay them, how many pieces of content to commission, and what guidelines to provide.

"Borusan Cat is an international distributor of Caterpillar heavy machines. In 2021, it had been three years since Ozgur Gunaydin (CEO) and Esra Durgun (Director of Strategy, Digitization, and Innovation) started working on Muneccim, the company's predictive AI tool. While the prediction accuracy of the tool was on the rise, the sales team remained resistant to incorporating it into their sales approach. Gunaydin and Durgun knew that, to get the most out of Borusan Cat's AI technology and help its customers adopt Muneccim's predictions, a shift in employee mindset was essential. Growing impatient with the speed at which middle management was integrating Muneccim into their processes, they began weighing options for effecting cultural change. Should they continue to employ soft tactics to get buy-in from sales reps or had the time for that passed? Would it perhaps be better to add Muneccim-based sales into the metrics for calculating bonus payments? Durgun and Gunaydin knew that, without proper implementation, even the best technology would not create much value and time was of the essence if they aimed to stay ahead of the competition.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

Maestro pizza opened its first store in 2013 after its founder, Khalid Al Omran, recognized an opportunity in Saudi Arabia to offer high quality pizza at affordable prices. The business grew rapidly and under the radar at first, but soon enough caught the attention of international pizza giants who had been operating in the country for nearly two decades. That was when Maestro found itself locked into a costly, seemingly relentless, multi-year marketing and pricing war with the market leader at the time; Domino's pizza. This series of cases (from A to H) chronicles Maestro's journey from inception up to 2020 and the various challenges it faced. This multi-part case study provides students with the opportunity to reflect at key inflection points for Al Omran and his team as a result of the competition with Domino's and changing market conditions.

This case is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Anni Anderson is the founder and CEO of Selah, a software and application company that aims to support users with everyday communication. Selah is a relatively young start-up that saw explosive customer-acquisition growth during the COVID-19 pandemic. Much to Anderson's disappointment, Selah experiences a ransomware attack on the eve of closing its largest-ever round of funding from venture capitalists. As Anderson surveys her executive team in an emergency meeting, it becomes clear that the ransomware attack jeopardizes Selah's standing not only among users but also among investors. Additionally, Anderson must communicate with Selah's staff and board of directors, not to mention regulators, industry partners, and the media. In the A case, Anderson's challenge is to organize and communicate her company's response vis-à-vis the cyberattack. In the B case, we read a synopsis of effective responses that have actually been deployed in such situations. This case set addresses cybersecurity through the lens of one manager's experience, paying particular attention to how she communicates with a broad array of stakeholders about the incident and company response. The case serves the educational interests of those aiming to train managers in areas such as crisis communication, risk management, and voicing values in matters of organizational decision-making.

Bail funds, organizations that collect money to post bail for community members who are eligible for cash bail to stay out of jail until the time of their trial, have grown throughout US history, buoyed by major civil rights events such as the Red Scares, Civil Rights movements, Vietnam War Protests, among others. Given the volume of potential community members who would benefit from bail fund assistance and the plethora of defendant information required to process the bail payments, such funds like the Springfield Bail Fund face a logistical and management challenge.

Bail funds, organizations that collect money to post bail for community members who are eligible for cash bail to stay out of jail until the time of their trial, have grown throughout US history, buoyed by major civil rights events such as the Red Scares, Civil Rights movements, Vietnam War Protests, among others. Given the volume of potential community members who would benefit from bail fund assistance and the plethora of defendant information required to process the bail payments, such funds like the Springfield Bail Fund face a logistical and management challenge.