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Case Supplement for Case IN1784

Supporting material for product 8B15C014.

Describes the events that took place in the first six months after Danone became France's first "entreprise à mission" (mission-driven company).

Describes the events that took place in the first year after Danone became France's first "entreprise à mission" (mission-driven company).

Ernst & Young (EY) is a global consortium of firms offering advisory, taxation, and audit services across all industries and countries. The People Advisory Services (PAS) team within EY specialized in advising their clients on all people-related systems and processes, including global mobility compensation and taxation. Amarpal Singh Chadha's challenge, as the partner at EY PAS, lay in suggesting the most economical, compliant, and appropriate global compensation structure that adhered to the client's specified budget requirements. Part (A) of the case challenges the students to present the best possible options that address the employees' needs and meet the host countries' processes and compliances. Part (B) of the case introduces taxation complexities that individuals may experience during expatriate and mobility assignments.

Supplement for product W25584.

This case is an opportunity to apply the methods of the Toyota Production System (TPS) to the analysis of an everyday service application: administering Covid-19 vaccines. It describes the start-up of a drive-up Covid-19 mass vaccination site at the Texas State Fair Grounds on the east side of Dallas, Texas. The challenge facing Jamie Bonini and Bita Behgooy, the protagonists, is to help the Dallas County staff raise the vaccination output rate to 1000 cars per hour, but they also are not in charge so they have to influence the site leadership. This is the (B) case, which accompanies the (A) case.

In only his third year at a Leading Strategy Consulting firm (LSC), Gregory Davis has been assigned to a select group tasked with advising General Motors (GM), one of the largest companies in the world by revenue, on how to reorganize their entire North American operation. As part of the Sales & Marketing team, Davis has been paired with Claude "Bud" Moore, Buick's assistant zone manager for Chicago. A humble, unassuming man with little corporate experience, as well as the least senior of the GM team liaisons, Moore was generally considered the weakest link within the reorganization engagement. As a result, the Partner leading Davis' team has instructed him to "work around" Moore and dedicate his time to other issues. One day, however, Moore approaches Davis about a presentation he must give to GM's president and senior corporate management team in just ten days' time, a presentation for which he is woefully unprepared. Davis must decide between helping Moore-explicitly ignoring instructions from senior members of his firm-and perhaps knowingly letting Moore, his client, fail.

In May 2020, Andreessen Horowitz secures an agreement with Clubhouse, one of Silicon Valley's hottest startups, to lead its 'Series A' funding round. One of the factors that insiders saw as pivotal in the race to be Clubhouse's VC firm of choice was Andreessen Horowitz's ability to secure celebrity appearances on the app, most notably by stand-up comedian and actor Kevin Hart, a limited partner in the VC firm's Cultural Leadership Fund. After being responsible for what would turn out to be a key moment in the race between competing VC firms, Hart - with his production company HartBeat Ventures - now was first in line to invest in Clubhouse. "I'm an entrepreneur at heart, and venture capital is a world I'm now in love with. And I love the fact that HartBeat Ventures has a chance to align itself with a powerhouse like Andreessen Horowitz," said Hart. "Things make sense when they are supposed to, and joining the Cultural Leadership Fund was a move that made sense. Of course, as we gain success, we can do more and we can want more." How exactly does Andreessen Horowitz and its Cultural Leadership Fund creates value for Black cultural leaders like Hart? And does it provide a compelling proposition for them in the long run as well?

In 2016, four years into her role as Director for Behavioural Analysis and Strategy at Nigeria's Office of the National Security Adviser (NSA), Fatima Akilu was summarily dismissed from her position, amid accusations of corruption at the organisation, and subsequently charged with fraud. Nigeria's fraud agency repeatedly investigated Fatima repeatedly at the insistence of the NSA, but could find nothing to substantiate the claims of malpractice, eventually concluding the allegations were tantamount to harassment on the part of the NSA. In the middle of being investigated, Fatima sat at her kitchen table at home in Nigeria with her sister and considered her options. One particularly attractive option was a job offer at the United Nations - but that would have meant an end to the counter-radicalisation educational and counselling work she had poured herself into, and that was core to her personal values.

Janet Zuccarini, the sole owner and visionary behind the Gusto 54 Restaurant Group (Gusto 54), had leveraged her industry experience to grow the restaurant group into a huge success story. Gusto 54 owned and operated nine restaurant concepts in Toronto and Los Angeles, and rapid expansion plans were underway. In a competitive, low-margin industry, where more than half of new restaurants failed, Gusto 54 had found a way to outperform its peers and consistently achieve its desired profit margins. Gusto 54's strategy was grounded in innovative growth, the use of technology, and empowerment of all employees to take an entrepreneurial approach to their roles. This two-part case allows students to examine in Case A how Zuccarini built an organizational culture that invested in employees and entrusted the leadership team with autonomy. The strategy had been effective in fuelling the company's present growth, but as Gusto 54 expanded, Zuccarini wanted to ensure that the growth plans did not compromise the family-style culture her employees valued. Case B picks up Gusto 54's story in September 2020, the restaurant having dealt with the challenges of the first six months of the COVID-19 pandemic and a cultural self-examination amid the Black Lives Matter (BLM) movement. With Gusto 54's previous expansion plans placing the restaurant in a financially precarious position, could the restaurant's established culture help the restaurant survive the short- and long-term impacts of the pandemic and respond to the cultural crisis raised by the BLM movement?

An important decision in starting a business is the choice of legal entity. This case provides a realistic, yet stylized, setting to facilitate a discussion of factors to consider in the entity choice decision, emphasizing legal and tax issues. Two MBA graduates have raised $5.2 million in equity from a small group of investors to buy a company. Upon deciding to buy assets from another company to start their business venture, they must determine the legal entity that best meets the needs of management and the investors. There are three alternative versions of this case, with the only difference being the allocation of profits to the investors. In this B case, the allocations of profits are not allowed for an S corporation given the restriction limiting the entity to one class of stock. This B case provides for a non-pro rata allocation of profits, which equates to management receiving a 20% profit (i.e., carried) interest.

An important decision in starting a business is the choice of legal entity. This case provides a realistic, yet stylized, setting to facilitate a discussion of factors to consider in the entity choice decision, emphasizing legal and tax issues. Two MBA graduates have raised $5.2 million in equity from a small group of investors to buy a company. Upon deciding to buy assets from another company to start their business venture, they must determine the legal entity that best meets the needs of management and the investors. There are three alternative versions of this case, with the only difference being the allocation of profits to the investors. In this C case, the allocations of profits are not allowed for an S corporation given the restriction limiting the entity to one class of stock. This C case provides for a 10% guaranteed return (i.e., hurdle rate) before the non-pro rata allocation of profits interests.

Supplement for product W21390.

Supplement for product W21390.

Supplement for product W21390.

Supplement for product W21390.

Supplement for product W21390.

Supplement for product W21390.