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This case examines the financial performance of Bob's Baloney, a leader in the ultrapremium bologna market. While the business appears to be doing well with respect to most of its stakeholders, its largest equity investor has recently expressed strong dissatisfaction with the company's financial performance. Students are invited to examine the financial statements and ratios associated with the business to understand the source of the underperformance and to provide recommendations for business policy changes.

Motorcycles are by far the most popular form of motorized transportation in Indonesia, and are used to provide taxi-like service called ojek as well. In 2014, the two biggest providers of app-based, online booking and payment for conventional (four-wheel) taxis in Indonesia began to offer online booking and payment for motorcycle taxi rides as well. These services proved very popular, cutting sharply into the use and earnings of conventional motorcycle taxis. The Indonesian government was unsure whether and how it should regulate the new mode of transport, which it feared was adding to traffic congestion and accidents. Case number 2164.0

The case discusses the international expansion strategy of The WeWork Company (WeWork), a co-working space company. In the United States and Europe, the expansion of WeWork occurred through greenfield investment; membership focus was on freelancers and entrepreneurs. In Asian markets such as India, where WeWork entered through a joint venture, enterprise customers were the revenue generators. In June 2019, a co-founder of WeWork considered buying the entire stake of its partner in the Indian joint venture. However, given that revenues continuously remained lower than losses, investors doubted the expansion strategy and business model of WeWork. Should WeWork's pace of expansion be slowed? Can WeWork's business model be revamped for more profitable returns, and if so, should it?

In 2019, the managing director of Sarva Pharmaceuticals Private Limited, a pharmaceutical company based in India, was considering an expansion of his company by entering the growing pharmaceutical market in Myanmar. He needed to identify the best way to execute this expansion plan, assess whether his company's product range was adequate and suitable for the Myanmar market, prepare for possible risks and cross-cultural marketing issues, and plan the management staffing approaches in Myanmar.

Owing to its intangible nature and oligopolistic structure, the Media & Entertainment industry used to seem particularly difficulty to disrupt, and Disney was sitting right at the top. Yet, ten years after Netflix launched its online video streaming service, incumbents acknowledged that surviving the online revolution requires drastic changes. Until 2017, Disney had not taken the threat seriously. Its streaming strategy could be described as exploratory, at best: It had a 30% stake in Hulu, a third-party streaming platform jointly owned by media giants, and it sold its "old" content to Netflix. However, as Disney's cable partners (e.g., Comcast) started to lose millions of highly profitable subscribers, the company realized that its half-hearted approach to online streaming was a recipe for disaster. That year marked the turnaround of Disney's approach to streaming. First, it shocked the world in August, when it announced that it would gradually withdraw its movie content from Netflix. That same month, it revealed it had taken a controlling stake in BAMTech, a technology company providing streaming video technology. Finally, in December, it announced its intention to acquire 21st Century Fox in a deal that closed 15 months later, giving it a controlling stake in Hulu and greatly expanding Disney's already formidable content library. With the nomination of Kevin Mayer at the helm of DTCI in March 2018, Disney realized its intention to transition into a B2C company. However, it was going to be a long road for Mayer, who faced both external and internal challenges. The case explores Mayer's options to succeed in a rapidly evolving marketplace in which former partners and internet giants have become the competitors. It also examines how Mayer can position DTCI within Disney, addressing the complexities of collaborating with other business units and the potential cannibalization of the Media Networks division.

This case set follows Eric and Holly Nelson, founders of Special Hope Network, a nonprofit organization providing holistic therapy services for children with intellectual disabilities and their families in Lusaka, Zambia. Eric, a pastor, and Holly, a special needs teacher, had previously adopted three children with Down syndrome and moved to Zambia to form this enterprise. They worked hard to overcome systemic obstacles to their mission, including a cultural bias against bringing children with intellectual disabilities out in public; a feeling that the family was to blame for the child's disabilities; a scarcity of qualified therapists; and a variety of economic and regulatory factors. Having originally relied on donations from US-based friends and family, they needed to finance their therapy centers, which were targeted to low-income Zambian families, and were highly subsidized. Options they explored included fundraising with local businesses, "child sponsoring" on their website, grant writing, teaching other educators and nonprofits, and tourism fundraising. This A case takes place in 2012, when the Nelsons are considering opening a for-profit resource center, marketed to middle- and upper-class Zambians. It explores the viability of this option, and asks, "Does a for-profit resource center fit with our mission to serve the neediest children?" This case is suitable for an undergraduate, graduate, or executive education class on nonprofit management or strategy. The focus is the alignment of a firm's activities, and whether they support its core mission-which can sometimes have a different answer depending on whether the firm is for profit or nonprofit.

By January 2020, sustainable investment firm Generation Investment Management (Generation), founded in London in 2004, had grown from a shared vision among seven founders to a 90-person firm managing $27 billion in public and private equity. Throughout its history, Generation had worked towards its mission of seeking to generate superior financial returns by investing in sustainable companies that created long-term value. The case examines Generation's investment process in general, and in particular with respect to a global manufacturer of agricultural equipment. It also examines some of the strategic decisions and challenges facing the firm.

Matt Barnard, CEO of the indoor vertical farming company Plenty, analyzed the agricultural supply chain in the United States and determined it had a four-pronged problem that people would pay to have solved: flavor, waste, environmental footprint, and nutrition. So, in 2014, Barnard and his cofounders incorporated the business that is now Plenty: a technology company that aimed to reshape the inefficient, but entrenched, agriculture sector and build a global brand by selling fresher, tastier, and more nutritious produce. By early 2020, Plenty had 300+ employees and had attracted hundreds of millions in investment from the likes of Bezos Expeditions, Innovation Endeavors, and SoftBank Vision Fund and had a valuation of $1.05 billion. This case details Plenty's journey from an idea to a path-breaking company that is disrupting the field of agriculture and valued at over a billion dollars.

THRIVE's mission was to accelerate, invest in, and work with entrepreneurs, investors, and Fortune 500 corporations to advance the future of food and agriculture through innovation. Comprised of top agriculture, food and technology corporations, universities, and investors, THRIVE had built a community of more than 2500 startups from 90 countries. With John Hartnett as CEO and Helen Hartnett as COO, THRIVE ran an accelerator, a fund, and, in partnership with Forbes, a major agricultural technology (agtech) summit. Interest in its mission and services seemed to be growing exponentially. Indeed, the sector was generating so much excitement that THRIVE was inundated with a diverse set of opportunities and calls for its founders' mindshare. Excited as they were about the opportunities before them, John and Helen were beginning to feel as if they held a rubber band that was getting increasingly stretched. "Business has grown substantially," explained John, "400 or 500 percent, and it's going really, really well. So we're sitting here in 2020 thinking: How do we expand without bringing ourselves down to our knees?" This case explores THRIVE's options as it looked to expand both domestically and around the world.

Thingtesting, a brand discovery and testing digital community devoted to uncovering and exploring direct-to-consumer brands, had just received seed funding and was contemplating a second year of growth. The new year brought many challenges, as founder Jenny Gyllander had to decide how to scale her fledgling company. As the company matured, she had to decide what role she would play going forward: should she continue to operate as head curator and content developer of her own reviews or open up her platform to invite and crowdsource the reviews of her followers. Her value proposition positioned her at the nexus of several different audiences: millennial consumers eager to try new brands, venture capitalists eager to invest in them, and the companies and brands themselves, who were interested in seeing their new products succeed. What was the best path to monetizing the business? As Gyllander navigates the emerging landscape of influencer marketing, she needs to decide how to transform her online audience into a co-creating community and how to best wield her own influence to create value for her followers and other constituencies in a way that could fund a profitable business model.

In July 2019, Green Trend Holdings Co. Ltd. (Green Trend) faced a difficult situation with regard to flaws in the preparation of its proposed initial public offering on the Stock Exchange of Hong Kong. According to the remedy measures raised by the underwriter facilitating the initial public offering process, Green Trend needed to raise additional capital of ¥1 billion with a proposed annual interest rate of about 30 per cent. Of course, the company could have postponed the initial public offering; however, without the long-awaited return following a successful initial public offering, all the efforts taken in past years would be in vain. The uncertainty of the capital market would further complicate the future road to an initial public offering. Did Green Trend have better alternatives?

This case looks at the product shortages of N95 and N99 masks, hand sanitizers and wipes as a result of a new coronavirus, COVID-19. Students have to respond to the question: What are some alternate strategies to control product shortages and how do they impact consumers and disease control?

In recent years the world has witnessed a growing wave of entrepreneurial ventures in developing economies. CB Insights reports as of March 2020, developing economies have produced 160 unicorns, equivalent to 35 percent of all unicorns in the world. Much of the success of these unicorns can be attributed to entrepreneurs having increasing access to financing. Our study, however, found that access to financing varied significantly across developing economies and remained as a key challenge for entrepreneurs in most of those economies. Differences in legal structures, operating conditions, talent pools, and available capital sources created myriad conditions for entrepreneurs to navigate when seeking funding to build and scale their ventures.

At the center of one of the largest corruption scandals in Latin America, Brazilian conglomerate Odebrecht signed a leniency agreement with American, Swiss and Brazilian prosecutors in 2016 admitting to paying bribes in 12 countries. In an effort to regain financial stability and restore its damaged reputation, the Group overhauled its governance and set in motion a major organizational transformation effort. The case describes the Group's transformation journey and details various dilemmas that the new board of directors faced as the Group sought to put the scandal behind it and forge a path to the future.

In November 2016, the secretary of Mannarkkad Rural Service Co-operative Bank Ltd. (MCB) based in Kerala, India, learned that the prime minister of India had announced that large-denomination currency notes would be invalid as of midnight November 8. This demonetization move was to eradicate unaccounted for "black money" from the nation. Co-operative banks like MCB were excluded from the purview of India's central bank, the Reserve Bank of India, and as a primary agricultural credit society providing short-term credit to rural borrowers, MCB stood out from similar institutions by providing best-in-class banking services and constantly innovating to meet its vision of providing "the pleasure of personal banking" to its customers. MCB was the only bank in India to provide 24/7, 365-day banking operations through its overnight counter, and through a series of innovations, it had successfully pushed the boundaries of a rural co-operative bank to provide maximum convenience to its customers. The secretary of MCB now had to make some critical decisions: How should MCB handle the demonetization crisis with its existing and potential customers? Should MCB keep its overnight counter open? Should the secretary alert the bank's micro-ATM agents? Would MCB's parent bank provide funds? How could he address these concerns in a way that would maintain the goodwill MCB had built up among its customers over the past 27 years?

The case discusses how cryptocurrencies such as Bitcoin posed a threat to Visa Inc. (Visa). In March 2019, the Kroger Co., a leading retailer in the United States, was planning to accept cryptocurrencies from consumers as a mode of payment. According to Alfred F. Kelly, the chief executive officer of Visa, cryptocurrencies were an inefficient means of retail-related financial transactions, though the company invested in the research and development of cryptocurrency for corporate transaction purposes such as cross-border payments. Should Kelly consider cryptocurrency as a disruptive force in the retail sector? Should she focus more on the retail or the business to business sector for cryptocurrency-based transactions?

This public-sourced case describes the evolution of Facebook monitoring users' activity around what potentially offensive or disturbing material could stay posted and what should be removed. Following intense media and regulatory (e.g., Congressional) scrutiny, the company revised policies and reorganized content-review teams. The case offers an opportunity to debate a key question the company faced: What should platform governance look like? As Facebook faced an exponential growth in the number of user-generated posts daily, posts that contained harmful, inappropriate content also increased, raising the need for Facebook to devise a set of guidelines that were not only applicable across many different types of posts and situations, but were also perceived as acceptable by Facebook users. The tradeoffs a platform business makes between user characteristics, intent, outcome, and norms can be explored as students put themselves in CEO Mark Zuckerberg's shoes to redesign Facebook's platform-governance policies. Students will also have a chance to examine how certain platform-governance policies can subsequently impact Facebook's future strategy: for instance, the more Facebook got involved in curating content for its users-thus serving as arbiter-the more potential to shift Facebook from a tech business to a news publisher increased, thereby subjecting the company to a different set of regulations.

Bringing service transformation is always a challenge for any organization. this is not anymore dependent upon the bifurcation of business as into product selling or service selling. All successful businesses are finally customer centric and experience centric. Rather They are focused on how and what the customers feel about the organization for them to want to enter into long term relationships with that company. The case of Delhi International Airport discusses the challenges faced by an entrepreneur to bring his business philosophy and values int reality. physical infrastructure is the tangible component ; behavior, attitude, empathy of the people serving the customers are intangible and critical components. Policies, Processes , Structure and Strategies are the part of the organization design. This case revolves around the complexities Rao faced and then addressed service culture issues in the face of socio economic and policy hurdles forms the learning from the case. This case posses important questions about linking the three key factors, i.e. functioning of th airport, involvement of the private player, evolution of PPP policy in India, with the vital aspect of customer service experience in the Indian airports. The case highlights the complexities of the Indian business environment where service thinking and customer centric service design are largely lacking. It focuses on the entrepreneurs decisions to align the various stakeholders to create service experience for airport customers.

In 2019, Nadine Vogel, founder and CEO of Springboard Consulting, a firm that worked with Fortune 500 companies on issues related to disability and their workforce, faced the decision of the best path forward to grow her small company. Should she build more and better expertise to expand the topics she worked on with her current clientele? Or should she explore the possibility of moving into the new market of smaller businesses?