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Supplement to 824092.

This four-part case outlines the transformation of Alexa Translations triggered by its acquisition of an AI firm. The preface sets the stage, providing information about founder Gary Kalaci's vision and motivation. It also explains Alexa Translations' business model prior to the acquisition of Yappn Inc. Chapter 1 begins with Kalaci's 2016 decision to acquire Yappn Inc. and ends in 2018, when the deal was finalized. Chapter 2 covers 2019 to 2022, a period when Alexa Translations experienced significant growth following the launch of Alexa.ai; it ends with the prospect of a new vision. The third and final chapter provides an update on Alexa Translations as of October 2023. Just one year earlier, the translation industry had braced for yet another significant disruption: the launch of ChatGPT. However, that new technology had benefitted Alexa Translations, positioning it for further growth. Second, in keeping with the strategic role of Alexa.ai, the company would be restructuring its AI side to create a product team consisting of the organization's top talent, who would be tasked with ensuring that the platform remained competitive. Although this news appeared to have been welcomed by most employees, a new junior translator had his doubts.

This four-part case outlines the transformation of Alexa Translations triggered by its acquisition of an AI firm. The preface sets the stage, providing information about founder Gary Kalaci's vision and motivation. It also explains Alexa Translations' business model prior to the acquisition of Yappn Inc. Chapter 1 begins with Kalaci's 2016 decision to acquire Yappn Inc. and ends in 2018, when the deal was finalized. Chapter 2 covers 2019 to 2022, a period when Alexa Translations experienced significant growth following the launch of Alexa.ai; it ends with the prospect of a new vision. The third and final chapter provides an update on Alexa Translations as of October 2023. Just one year earlier, the translation industry had braced for yet another significant disruption: the launch of ChatGPT. However, that new technology had benefitted Alexa Translations, positioning it for further growth. Second, in keeping with the strategic role of Alexa.ai, the company would be restructuring its AI side to create a product team consisting of the organization's top talent, who would be tasked with ensuring that the platform remained competitive. Although this news appeared to have been welcomed by most employees, a new junior translator had his doubts.

This four-part case outlines the transformation of Alexa Translations triggered by its acquisition of an AI firm. The preface sets the stage, providing information about founder Gary Kalaci's vision and motivation. It also explains Alexa Translations' business model prior to the acquisition of Yappn Inc. Chapter 1 begins with Kalaci's 2016 decision to acquire Yappn Inc. and ends in 2018, when the deal was finalized. Chapter 2 covers 2019 to 2022, a period when Alexa Translations experienced significant growth following the launch of Alexa.ai; it ends with the prospect of a new vision. The third and final chapter provides an update on Alexa Translations as of October 2023. Just one year earlier, the translation industry had braced for yet another significant disruption: the launch of ChatGPT. However, that new technology had benefitted Alexa Translations, positioning it for further growth. Second, in keeping with the strategic role of Alexa.ai, the company would be restructuring its AI side to create a product team consisting of the organization's top talent, who would be tasked with ensuring that the platform remained competitive. Although this news appeared to have been welcomed by most employees, a new junior translator had his doubts.

The Estée Lauder Companies (ELC) is a leading manufacturer and marketer of prestige skincare, makeup, fragrance, and haircare products with annual sales of over $14 billion in 2020. ELC had a long-standing commitment to "High Touch" customer service, inviting and tracking all feedback from consumers. ELC had recently moved from a manual to an automated tracking platform, positioning the company to more efficiently handle customer feedback. This platform and the data it aggregated was put to the test in August 2020 when the Consumer Care Analytics & Insights Group noticed an uptick in contact volume largely generated from China. The team also noticed that the increase was driven almost exclusively by complaints. The spike was especially cause for concern given that ELC had a 100% return policy with no questions asked, so customer complaints often led to returns and lost revenue. In this case, students are asked to consider potential root causes of the increased online customer complaints-and based on their hypotheses, what type of analysis and potential interventions they would recommend.

The global renewables sector was in a slump, but the Indian market was booming. India's largest renewable electricity generator, ReNew, faced a dilemma: it traded on the Nasdaq in New York, but saw huge opportunity in the Indian market. In response, CEO Sumant Sinha was broadening the company's mission and activities to become a decarbonization solutions provider. The new scope included green hydrogen, manufacturing, storage, and contract power agreements. As India's decarbonization accelerated, has Sumant made the right choices?

Supplement for product W37009.

In May 2018 the Norwegian Government introduced new requirements for emissions-free entry into the Geirangerfjord and Nærøyfjord fjords, a UNESCO World Heritage site, making them the world's first zero-emission zones at sea. For Knut Flakk, CEO and owner of Norway's Flakk Group, it was a watershed moment. Norway and sustainability had a complicated relationship. On the one hand, the country was a pioneer in the use of renewable energy. Almost 90% of the power network ran entirely on clean hydroelectricity and Norwegian policymakers had begun to support electric vehicles as early as 1990. As a result, Norway boasted the highest per capita share of EVs in the world. On the other hand, Norway's huge oil and gas reserves had made the country extremely wealthy. And while many people were now focused on reducing their carbon footprint and being energy-efficient, Knut had a bigger picture in mind, saying "I'm more interested in being climate-positive, with renewable sources. Hydrogen is a zero-emission energy carrier that can be used for boats, trains and planes."

In 2018, artisanal Italian vineyard Frank Cornelissen was one of the world's leading natural wine vineyards. Its founder, Frank Cornelissen, faced weather related conditions that forced him to have to decide between staying true to the tenants of the natural wine community or breaking with his public beliefs to save that year's wines.

This epilogue accompanies, "Fallen Idol? Aung San Suu Kyi & the Rohingya Humanitarian Crisis," HKS Case Number 2139.0. Soon after Myanmar's longtime democracy crusader and opposition leader, Aung San Suu Kyi, was released from a long house arrest and elected to the country's parliament in 2012, intercommunal violence began to escalate in the western state of Rakhine between local Buddhists and Rohingya Muslims. Over the next five years, the long-persecuted Rohingya minority faced increasingly violent waves of attack, culminating in a humanitarian catastrophe in August and September of 2017 characterized by indiscriminate killing, mass rape, and the wholesale incineration of villages. To the shock of her many admirers around the world, Suu Kyi did nothing to try to prevent or stem the military-led attacks, nor did she condemn the military after-the-fact, instead accusing international monitors and fact-finders of spreading false reports. This case explores the evolution of anti-Rohingya sentiment in Myanmar and details the escalation of intercommunal violence against the Rohingya between 2012 and 2017. It describes Suu Kyi's reaction to the growing Rohingya crisis in these years and ends with assorted theories about why a leader long revered as an icon for democracy, symbol of peaceful protest, and crusader for human rights-having finally become her country's civilian head of state-would choose not to take a stand against the brutal campaign against the Rohingya. This brief epilogue-an acknowledgment of the changed political situation-describes Suu Kyi's sweeping electoral win in Myanmar's 2020 election, the military coup d'état that followed in February 2021, and Suu Kyi's prison confinement from that point forward, virtually incommunicado, as she faced trial and conviction on some 19 criminal charges, a process roundly condemned as illegitimate by the United Nations, many international organizations, and many heads of state.

<p align="justify">In response to the boycott of Bud Light, Anheuser-Busch InBev SA/NV leadership attempted to placate dissatisfied consumers by reaffirming their support for conservative values and distancing the company from both the executive in charge of the promotional campaign and the transgender influencer it had partnered with. This course of action, however, not only failed to repair the company’s relationship with conservative consumers but also drew further criticism from liberal consumers who felt that the company’s response contradicted its core values of equity and inclusivity. This is the continuing B-case for product W36313.

In response to the boycott of Bud Light, Anheuser-Busch InBev SA/NV leadership attempted to placate dissatisfied consumers by reaffirming their support for conservative values and distancing the company from both the executive in charge of the promotional campaign and the transgender influencer it had partnered with. This course of action, however, not only failed to repair the company's relationship with conservative consumers but also drew further criticism from liberal consumers who felt that the company's response contradicted its core values of equity and inclusivity. This is the continuing B-case for product W36313.

In September 2022, Price and his team evaluated the past year's strategies to increase Method App adoption and discussed new initiatives to consider.

In 2019, the three Do sons, Nam, Hoa and Giang were shocked when their parents, Mr Hanh and Mdm Nghi, announced that they would hand over the joint running of their two companies-Dai Viet (DV) and Chien Thang (CT), to them. Since 1999, the Do family had consecutively founded and operated multiple sanitary- and porcelainware factory businesses that included Mdm Nghi's CT in 2002, and the family's DV Group, in 2013. CT and DV were vastly different in their employee base, organisational cultures, and operational processes. Unfortunately, given their proximity at work, cracks soon appeared when family disputes started affecting company operations, and vice versa. This disrupted decision-making at times and escalated to the point of shouting matches in front of employees. Eventually, by early 2019, Mr Hanh and Mdm Nghi were adamant that the brothers had to learn to work with one another to eventually merge and manage the two companies together. Giang however, being the only son who had worked with his father through complex financial and operational challenges, felt the crushing weight of responsibility bearing down on him. He wondered if the two companies ought to be merged despite the cultural, operational, and personal differences. Alternatively, he could hire professional consultants to help iron out the various issues in both companies. The most drastic measure would be to consider selling one of the companies. If so, which of the two companies should the family sell? Their parents had worked hard to grow DV and CT-what would they think if their sons sold off the embodiment of their legacy in the sanitary- and porcelainware industry?