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It is January 2017, and Nikki Tyler, market access advisor at the U.S. Agency for International Development's Center for Accelerating Innovation and Impact, must recommend an actionable strategy for how to use the $10 million contributed by global donors and foundations to scale up the use of chlorhexidine in Nigeria. It was clear that chlorhexidine, a substance applied to newborns' umbilical cord stumps to prevent infection, could reduce infant mortality significantly. However, changing behavior would be an enormous challenge. This case gives students an appreciation for the importance and complexity of global health issues, along with an understanding of key analytic techniques for approaching a complex market situation. Students quickly learn that there are no easy answers to encouraging chlorhexidine's greater use. To develop a plan, it is essential to complete detailed analyses, study insights and motivations, and ultimately compare different possible solutions, considering efficiency and efficacy.

Alexandre Tombini, the governor of the Central Bank of Brazil, faced a difficult situation in July 2015. Inflation was in the double digits, well above the target rate of 4.5%, and unemployment had increased from around 4.5% a year prior to nearly 8%. Any actions Tombini took to control inflation would most likely exacerbate unemployment, at least in the short run. To further complicate matters, Tombini's office was not independent of the executive branch of Brazil's government, and Tombini faced the possibility that any of his actions that were not aligned with the priorities of the current administration could cost him his job. This case follows classes on fiscal and monetary policy in normal times and is the first class in a sequence on macroeconomic challenges-in this case, stagflation-high inflation and high unemployment. Students are pushed to consider why macroeconomic stabilization involves such acute and unpleasant tradeoffs during episodes of high inflation and unemployment. Students use the IS/LM AD/AS model as a reference.

While violence against children in Turkey was widespread, people across the country were shocked by the news of seven atrocious child molestation cases,one after another over the course of a week in April 2010. Ayşen Özyeğin, Founder and President of the Mother Child Education Foundation (in Turkish, Anne Çocuk Eğitim Vakfı-AÇEV), a nonprofit organization devoted to supporting disadvantaged children and their families and promoting early childhood education, called a Board meeting to discuss whether the organization should assume a role in addressing the child protection crisis. ACEV's leaders prepared to present recommendations to their fellow Board Members and to consider decisions critical for both the agency's future and for Turkey's children.

The headline "Quinoa Genome Sequenced" caught the eye of Diego Pelaez, CFO of Coronilla S.A., a gluten-free pasta producer. Scientists had successfully sequenced the genome of the quinoa plant, hailed as a superfood because of its outstanding nutritional value. Quinoa, originally cultivated by the Inca Empire in the Andes, had become hugely popular in the last two decades and it was now grown in over 70 countries. It also happened to be the star ingredient in Coronilla's organic pastas and snacks. Coronilla was established in 1972 in Bolivia by Diego's grandfather, Guillermo Wille. After 25 years, he handed the reins to his daughter, Martha Wille. Unfortunately, the transition happened in difficult circumstances, with the company teetering on the edge of bankruptcy. Under Martha's leadership, the company successfully pivoted from a traditional wheat pasta manufacturer focused on the local market to a global exporter of gluten-free pastas and snacks made from organically-grown Andean grains. Coronilla not only transformed its business model but also wholeheartedly embraced social responsibility: it established Fair Trade sourcing with local indigenous farmers, hired mostly women and handicapped people in its workforce, and created multiple social programs for staff and their families.By 2017, Coronilla was finally reaping the rewards of its radical change program, with healthy profits and fast growth. But what was next? The news of quinoa's genome sequencing confirmed that Coronilla needed to renew itself and establish sustainability. Three strategic areas required decisions soon: branding; establishing a new production facility abroad; and negotiating a new strategic partnership. Furthermore, Diego's mother Martha was nearing retirement age and the family board had just officially designated Diego as her successor. It was now up to him to set the compass for Coronilla's next phase.

Singapore, Sept 2016. For the Jebsen and Jessen families, Asia had been an adopted land for over 120 years, not counting the years their ancestors, as Danish seafarers, had plied the treacherous Asian waters. In 1895, two of them had set roots in Hong Kong and established a first trading house, one of the original foreign Hongs in the colony. From those modest beginnings emerged a powerful group with over US$4.5 billion in sales and over 7,700 employees, with four principal entities: Jebsen & Co., based in Hong Kong; Jebsen & Jessen (SEA), based in Singapore; Jebsen & Jessen Hamburg, their global trading house; and GMA Garnet, the world leader in mining, processing, distributing and recycling of industrial garnet. The family enterprise survived many near-death experiences because of wars and revolutions, progressively evolving from a pure trading house, first establishing themselves as partners of choice for leading global companies such as Porsche or Demag, then having greater involvement along the value chain through vertical integration and diversifying their geographic footprint into frontier markets such as Indonesia and Myanmar. For the third generation, the future looked promising, but history had taught the family never to rest on its laurels. The governance structure meant that ownership and control were concentrated in a limited number of hands. Would the current leaders be able to identify, groom and incentivize those from the next generation? How could they keep the family at large involved? From the business side, how far should vertical integration and geographical diversification be pushed? How should they react to the recent slowdown in China? Was there a natural limit to CSR activities?

TELUS Communications (TELUS) acquired Public Mobile Holdings Inc., a small, money-losing, wireless carrier that operated in the lower, price-sensitive tier of the market. TELUS had not previously competed in the lower tier of the market, which had a history of low revenues per customer and low customer retention. The director of Mobility Marketing at TELUS faced the decision of what to do with this newly acquired brand. He was considering the market positioning options, brand portfolio implications, and financial impact of his decision. The options included migrating the new customers to one of the company's existing brands, continuing to operate the firm as an independent brand, or repositioning the brand to improve profitability.

This case asks students to step into the role of Adalberto Flores, co-founder and CEO of Kueski, one of the first companies to develop a proprietary algorithm for online loan approval in Mexico. Mexico lacks a standardized credit scoring system, making it difficult for many Mexicans to get approved for a loan or credit card. This, together with the fact that Mexicans generally do not trust traditional banks, makes Mexico an attractive opportunity for fintech companies. Growth, however, could require fintech companies to partner with traditional banks. Students assume the role of Flores to think about the benefits and risks associated with a partnership between Kueski and traditional banks. Students are also challenged to compare the structure of U.S. financial services markets with the Mexican structure and consider the implications on the sustainability of fintech companies in the two markets. The teaching note analyzes the Mexican financial market and the benefits and threats it holds for fintech companies, and outlines a framework for evaluating the risk associated with partnerships.

In 2017, Jay Desai, the CEO of Boston-based health care technology company PatientPing, had to consider a number of interrelated pricing challenges. Founded in late 2013, PatientPing sold a software platform that allowed health care providers to receive real-time notifications ("Pings") when one of their patients was admitted to or discharged from a health care facility. Pings allowed providers to coordinate with one another to reduce costs and ensure that patients were receiving the highest quality of care. PatientPing sold its platform to a range of customers, from small skilled nursing facilities to large health systems, and management had to figure out how to optimally price the platform for the company's various customer segments. Students must consider whether PatientPing's pricing, sales team, and sales process are optimal based on the unique challenges of the health care industry. Additionally, students are asked to respond to three specific sales and marketing scenarios faced by Desai in mid-2017.

Medicetra MedTech Company is a dental equipment distributor and senior management is deciding whether to implement a new incentive compensation program for the sales force. For many years, Medicetra had paid salespeople only a fixed salary. Although the current plan of a straight salary seemed to be working favorably towards sales force retention salespeople had limited monetary incentives to sell more, as increased sales did not directly relate to increased pay. Management is leaning towards a change to a variable compensation plan that links performance with pay and is considering three options: 1) commission; 2) quota-bonus; and 3) commission plus quota-bonus plans. Which compensation plan would induce behavioral changes that would lead to better sales force performance but, at the same time, would appear fair to other employees?

Valued at $70 billion in 2017, Uber is globally the most valuable private start-up. Uber had a tumultuous year, culminating in the forced resignation of Travis Kalanick, Uber's co-founder and long-time CEO, in the wake of several ethical and leadership shortcomings. The case protagonist is Arianna Huffington, an Uber board member, who has been tasked to guide the new CEO, Dara Khosrowshahi, as he addresses some of Uber's ethical shortcomings and prepares the ride-hailing company for an eventual initial public offering (IPO) within a timeframe of 18-36 months. Arianna Huffington and Dara Khosrowshahi have to address a number of critical issues, but not limited to: corporate culture; employee morale; alleged gender discrimination; non-stop negative coverage in the media; customers defecting to Lyft; driver dissatisfaction; continued and more draconian regulations by cities, counties, states, and even countries; defendant in lawsuit filed by Waymo alleging Uber stole proprietary self-driving car technology when acquiring Otto, a self-driving start-up created by a then-Waymo employee; among many other issues.

The protagonist of the case is Sheryl Sandberg, Facebook's COO. The case opens with her reviewing the company's Q3 2017 earning data in preparation for the ensuing investors' call. Notably, the company continued a strong run in the mobile ad space and significant revenues that Facebook had generated. As COO, she is looking to take the company to the next level: not only continued growth in mobile ads, but dominance in the digital ad space. For this to occur, Facebook would somehow have to top Google in both display and search ads, despite only having notable presence and expertise in display ads. In 2017, Facebook was the fourth most valuable company on the planet, with a market capitalization of almost $500 billion (just behind Apple, Alphabet, and Microsoft, but ahead of Amazon).

In January 2017, Surbana Jurong Private Limited, a wholly-owned infrastructure consultancy of Singapore's Temasek Holdings, came under the spotlight for terminating 54 of its Singapore-based employees. Surbana Jurong said this was part of a performance review. However, the mass termination raised concerns that the company was retrenching workers under the banner of poor performance so that it wouldn't have to pay additional compensation to its former employees. According to Surbana Jurong, the mass termination was not a retrenchment exercise, but "rather, a small number of poor performers were communicated with and released." The termination episode drew negative reaction from the trade unions and the public, an open rebuke from the Manpower Minister, and a subsequent public commitment from Surbana Jurong to improve its performance management processes. What lessons could Surbana Jurong draw from this episode?

Consumers Union is attempting to address the competitive forces being presented by the Internet.

This is a pretty basic case on financial accounting, with a tricky twist. The organization needs to reconstruct its financial statements, and the retained earnings account needs to be adjusted

The manager of an automobile repair garage is preparing a budget. There are several variables that must be considered in doing so.

This is a relatively simple ABC case designed to assist students to master the concept. The company is manufacturing computers and needs to determine prices for different models

The chief of dermatology at a major medical center is attempting to convince senior management to develop an outpatient treatment center for psoriasis. Doing so will require a capital investment, but will free up some inpatient beds for other patients.

An integrated delivery system (IDS) is attempting to develop a clinical pathway for colon cancer. To do so, it must coordinate the activities of several hospital departments, and also manage the relationship between physician practices and the various hospitals in the IDS