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Case Supplement for Case HEC315

Case Supplement for Case HEC315

Case Supplement for Case HEC309

Case Supplement for Case HEC309

The Freedom Fund (B) case describes the management's plan of how to use the windfall of $35 million granted by philanthropist Mackenzie Scott. The case also describes the process by which the decisions were arrived at.

This briefing sheet reviews a four-step "Be SURE" negotiation preparation framework. It was developed to complement educational and resource materials accessible through the HKS SLATE Negotiate WELL (Work, Education, Life, and Leadership) Case Collection, including the Strategic Preparation Workbook and related cases. It is adapted from the Harvard Business Review article, "Negotiating Your Next Job: Focus on Your Role, Responsibilities, and Career Trajectory, Not Your Salary," by Hannah Riley Bowles and Bobbi Thomason, and a related HKS Case, "Self-Advocating in Early Career", by Hannah Riley Bowles and Zoe Williams.

This case is the first of a three-part series that follows the managerial, strategic, and communication decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship program of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country. Written from an insider's perspective, the cases center on the decisions made by a new Secretary of India's Ministry of Drinking Water and Sanitation, who was hired to implement the SBM - focused on changing the behaviour of over 500 million people from open defecation to the usage of toilets. Case B discusses the start-up challenges for SBM, including implementation in India's complex federal system, workplace culture, and the deep-rooted behaviour of open defecation in rural India and the managerial and communication strategies formulated to address them. The case concludes by framing the difficulties and challenges faced by the mission as it got scaled up.

This case is the first of a three-part series that follows the managerial, strategic, and communication decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship program of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. As of 2014, 550 million people in India practiced open defecation. This problem posed a massive public health hazard and economic drag for the country. Written from an insider's perspective, the cases center on the decisions made by a new Secretary of India's Ministry of Drinking Water and Sanitation, who was hired to implement the SBM - focused on changing the behaviour of over 500 million people from open defecation to the usage of toilets. Case C discusses the team's strategy to promote sanitation behaviour change, accelerate progress in states with particularly recalcitrant rates of open defecation, and monitor progress at a national scale. A key theme is how the team employed methods unconventional for a historically low-profile government ministry, including personalized attention to certain states, harnessing the power of stardom to communicate key messages, and continuing to leverage political commitment from the Central (Federal) government. The case ends with a sense of achievement but outlines the issues that could threaten the sustainability of the gains made in toilet. Readers are challenged to analyse how lessons from SBM could inform public policies for eliminating open defecation in other countries.

When Ajaypal (Ajay) Banga became the CEO of Mastercard in 2010, digital technologies were on the rise, and innovation needed to become a strategic imperative at the company. Banga tasked Garry Lyons, who had joined Mastercard through the 2009 acquisition of Orbiscom, with infusing innovation into Mastercard's culture. With a significant incremental investment, and free reign to spend it as he pleased, Lyons created Mastercard Labs-a global innovation lab network that became a catalytic force for change at the company. In 2018, Ken Moore, a former innovation leader at Citigroup, became Mastercard Labs' new leader. By then, Mastercard had made significant progress on its journey of cultural and digital transformation, but the company had to continue to think and act differently in order to compete and thrive in the fast-changing digital world. Moore's task was to evolve Mastercard Labs so that it could continue delivering value to Mastercard.

This case set follows Alex Stewart, who has built and runs a green energy development firm in the United States. After finding success finding and using underutilized rooftops to erect solar panels and wind turbines in major US cities where the existing power grid couldn't meet growing demand, Stewart is now looking for similar opportunities in Europe having spent the last two years doing research, forming the necessary networks and partnerships, and beginning the long process of due diligence and negotiations with countless public and private stakeholders. However, a person who had become Stewart's major competitor (someone he had shared the idea with because he assumed this person had no intention to do anything) has begun to show up either before or right after his team's meetings with local officials as a competing bidder. After this happened in three separate countries, Stewart knew he had a big problem on his hands. He hired an internationally renowned security firm, who advised him that while there were likely several sources to the leaks, including phone tapping and office bugging, the most certain one was the nightly trash. Students are asked to read Part A of the case-which describes a (disguised) situation that actually occurred-in class and immediately write down their thoughts about what Stewart should do, starting with whom he should (or should not) approach for advice. Part B presents a difficult conversation between Stewart and his wife about what to do next.

This case set considers the acquisition of American jewelry icon Tiffany & Co. (Tiffany) by French luxury goods manufacturer LVMH Moët Hennessy Louis Vuitton (LVMH). While this case can effectively be taught in isolation in a traditional case format, it is designed to be taught in tandem with the A case, "Tiffany & Co.: The LVMH Proposal" (UVA-F-2012) in a merger negotiation format where students work in small groups, taking the perspective of either the acquirer or the target to negotiate the terms of a merger. Set in 2019, the cases invite students to consider the strong revenue-generating and operational-efficiency gains that LVMH and Tiffany share by combining the two businesses. Each of the cases provides a different perspective on the deal, including variation in the pro forma financial forecasts. Through the experience, students are challenged to realize the merger gains by completing a deal in an environment of uncertainty in valuation methodology and ambiguity in negotiation strategy. The negotiation is supported by a multimedia application that facilitates student distribution of the case materials, collection of the negotiation results, and the creation of custom slides for the student debrief. The merger negotiation format is most effectively taught over two class sessions. The cases are designed to be discussed late in an introductory MBA finance course or an advanced undergraduate corporate finance class. Especially when used in the negotiation format, the cases serve as an effective capstone experience in a corporate finance curriculum.

The cases "Tiffany & Co.: The LVMH Proposal" (UVA-F-2012) and "LVMH: The Tiffany Acquisition" (UVA-F-2013) serve as two sides of a merger negotiation exercise set in October 2019. Students are asked to represent either LVMH, the acquirer, or Tiffany & Co. (Tiffany), the target company. This multimedia application allows the instructor to collect and analyze the intermediate and final negotiation results and automatically creates a slide deck for final debrief.

In early 2022, the technology firm MicroStrategy unveiled a series of letters with the SEC that questioned its accounting practices around its holdings of Bitcoin. Since 2020, the firm had shifted its strategy to include not just selling software but buying and holding large quantities of Bitcoin. But accounting standards for cryptocurrency remained unclear, which could lead to conflicts such as this one with the SEC.

Case B presents the choices the company made and the execution issues it confronted. It shows that the CEO put online revenue growth at the center of the strategy. He also used "test and learn" budgeting process to avoid investing too much in stores. The case enables participants to see how the CEO reorganized parts of the organization to drive strategy execution. This case clearly shows how strategic decisions are crafted, executed and modified. It demonstrates the execution challenges a firm might face when transforming in a competitive marketplace and shows the dramatic transformation and improvement in the firm's financials. It also shows the rare success of a retail digital transformation.

Case Supplement for Case E774A

Case Supplement for Case E774A

In the fall of 2013, the people of Ukraine disagreed passionately whether their country should intensify ties with the European Union or Russia. After President Yanukovych rejected the free trade agreement with the EU in November, thousands of Ukrainians peacefully protested. But the protest movement morphed into a violent, deadly confrontation in January, culminating in February in mass slaughter, an overthrow of government, foreign invasion, and international crisis. The four months that shook Ukraine is a case study on the interrelated problems of geopolitical struggle, politics of economic pacts and clash of regional economic blocks, post-imperial disintegration and trade, and identity and interdependence.

After initial success, China Construction Bank, Shen Zhen (CCB-SZ) continued its open banking journey by building a more integrated open banking platform in 2019. The platform enabled integration of e-accounts, consolidated payments, contactless payments, a credit card manager, a fee calculator, and other management functions for its open banking projects. CCB-SZ also continued expanding into more service areas, including smart city, smart medical platform, consumer rights, supply chain loans, SMEs quick loan approval, etc. Despite these efforts and achievements, the overall development of open banking projects by CCB-SZ was not able to maintain an upward trajectory, partly due to the regulatory limits that PBOC (the People's Bank of China or central bank) placed on the e-accounts that incumbent banks are allowed to offer to their customers. Meanwhile, BATJ (Baidu, Alibaba, Tencent, and JingDong) and fintech companies continued advancing into the financial sector. To secure its position in the mobile payment markets, CCB actively sought out other strategies such as creating separate entities that focused on fintech; digitalization of the entire backend operation; and cultivating technical manpower. These efforts allowed CCB-SZ to respond quickly to the COVID-19 pandemic by offering many new financial services online, such as "green pass quick loan", "smart community", and "grocery shopping."

Case supplement for HBS Case No. 322-036. Reymund (ER) Rollan and Shivapratim (Shiv) Choudhury, founders of the digital technology platform GrowSari, were at a crossroads. The feedback from their initial product roll-out were not what they had expected, and they needed to decide how to proceed. The pair, alongside co-founders Andrzej Ogonowski and Siddhartha Kongara, had started GrowSari after they had each spent significant time working at the intersection of technology and Fast-Moving Consumer Goods (FMCG). They were trying to bring data and technology to inform how multinational consumer goods companies sold their products through small, informal retailers known as "sari-sari" stores in the Philippines. These stores, whose name means "variety" or "everything" in Filipino, were a typical convenience store or bodega, selling consumer products from sachets of shampoo to cans of baked beans and potato chips and soda.