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Supplement to case 807028.

Supplement to case IMB739

Supplement to case IMB739

Case A is set in 2016. Trung Dung is the founder of iCare Benefits (iCare), a social enterprise established to aid low-income workers. His background included studying computer science in the US and successfully working in the American software industry. Trung returned to Vietnam to discover that many low-income workers had to borrow heavily for basic household necessities, especially migrant workers who moved to the city with nothing. How could he help? Trung decided to tackle the related problems of lack of access to the formal financial sector and the workers' lack of basic consumer durable goods. He partnered with employers, global manufacturers and financial institutions to develop a third-party employee benefits programme that would help low-income migrant workers afford basic goods. iCare would undertake retail functions to enable migrant workers to buy consumer goods. Using an innovative retail model, iCare would provide workers with zero-interest procurement loans for up to six months. His value proposition to partners allowed for a collaborative setup that permitted the social enterprise to operate without donations. Case B continues in 2018. iCare has been successful in reducing borrowing from other sources at usurious rates. Many workers now have access to financing and consequently basic consumer durable goods. Trung is able to scale up and reach many more workers. However, he wanted to help existing members as well. He would start to offer additional consumer discretionary products and services in the areas of education, healthcare and insurance. How might he further improve the lives of low income workers?

Supplement to case 118044.

Supplement to case 919411.

Supplement to 519034.

On December 5, 2018 The Oak View Group (OVG) broke ground on the Seattle Center Arena (SCA) project. The cost of the project was not insignificant-and it continued to rise. Originally projected to cost $564 million, at groundbreaking the price tag stood at $850 million. Seattle sports fans were thrilled with the project. The city of Seattle had been without a winter sports team since 2008 when the Seattle SuperSonics, a National Basketball Association (NBA) franchise, left the city for Oklahoma. The SCA would be home to a new National Hockey League (NHL) franchise, and the hope was that, sooner rather than later, the NBA would return to Seattle. Tim Leiweke, cofounder and CEO of OVG, was ultimately responsible for the success of the project. A sports industry veteran with experience building sports facilities and developing event and sponsorship revenue for sports facilities, Leiweke believed music and live entertainment were critical to making the finances work. Leiweke would need to walk a fine line between promoting the SCA as venue for music and live entertainment, while at the same time, maintaining the trust and support of Seattle's sports fans.

Supplement to 717028.

In early 2018, Nestlé announced the sale of its U.S. candy-making division and a select collection of twenty of its confectionery brands, including the Nestlé Crunch Bar, to Ferrero SpA for $2.8 billion. Under the terms of the Nestlé acquisition, each of the purchased confectionery brands was permitted to use the Nestlé parent brand name for one year after the close of the sale. After that time, the Nestlé Crunch Bar would be rebranded with the Ferrara parent brand (i.e., Ferrara Crunch Bar). As the Nestlé Crunch Bar brand transitioned to its new owners, it was time for some serious brand analysis to assess the brand equity of Nestlé Crunch Bar and plot a course for its future growth. How strong/weak was the brand? What were its sources of brand equity that could be leveraged in brand storytelling? Which types of messages might attract new consumers to the brand and what might work to cause infrequent users to purchase more often? Did the product itself need to be changed? Were there brand extension possibilities? Luckily, an old consumer research study on the Nestlé Crunch Bar conducted by Professor Gerald Zaltman was found on the shelves at Harvard Business School. The study used an innovative market research methodology developed by Professor Zaltman, the Zaltman Metaphor Elicitation Technique (ZMET), which had proven to be useful to brand managers hoping to better assess and understand their brands. The research methodology and raw data from Professor Zaltman's ZMET study on the Nestlé Crunch Bar are presented in the original case as tools to help students assess and understand the brand equity of the Nestlé Crunch Bar and map its future strategic course. In this (B) case, the data from the study is analyzed and an executive summary of the results is presented.

On December 5, 2018 The Oak View Group (OVG) broke ground on the Seattle Center Arena (SCA) project. The cost of the project was not insignificant-and it continued to rise. Originally projected to cost $564 million, at groundbreaking the price tag stood at $850 million. Seattle sports fans were thrilled with the project. The city of Seattle had been without a winter sports team since 2008 when the Seattle SuperSonics, a National Basketball Association (NBA) franchise, left the city for Oklahoma. The SCA would be home to a new National Hockey League (NHL) franchise, and the hope was that, sooner rather than later, the NBA would return to Seattle. Tim Leiweke, cofounder and CEO of OVG, was ultimately responsible for the success of the project. A sports industry veteran with experience building sports facilities and developing event and sponsorship revenue for sports facilities, Leiweke believed music and live entertainment were critical to making the finances work. Leiweke would need to walk a fine line between promoting the SCA as venue for music and live entertainment, while at the same time, maintaining the trust and support of Seattle's sports fans.

Supplement to case KE1110 This case series describes the startup of Farm to School of Park County, an emerging nonprofit organization in the US state of Montana. Case (A) describes the community, the need, and the origins of Farm to School in Livingston, Montana. The leaders of Farm to School face a budget crisis and need to evaluate four options to decide whether, when, and how it should become an independent organization. As Case (B) begins, Farm to School has decided to enter into a fiscal sponsorship agreement with the local community foundation. The next task for the organization's leaders is recruiting founding board members. They need to decide whom to ask and how to do it. In Case (C), the board develops a strategic plan and establishes committees. However, the board members and leaders start to feel fatigue in the face of the demands of a startup organization, leading to questions about what is truly strategic and how work will get done. The Farm to School organization in Case (D) has just issued its first annual report, filled with meaningful accomplishments. The leaders of the organization begin to plan to build an organization that will outlast them and the founding board members.

Supplement to case KE1110 This case series describes the startup of Farm to School of Park County, an emerging nonprofit organization in the US state of Montana. Case (A) describes the community, the need, and the origins of Farm to School in Livingston, Montana. The leaders of Farm to School face a budget crisis and need to evaluate four options to decide whether, when, and how it should become an independent organization. As Case (B) begins, Farm to School has decided to enter into a fiscal sponsorship agreement with the local community foundation. The next task for the organization's leaders is recruiting founding board members. They need to decide whom to ask and how to do it. In Case (C), the board develops a strategic plan and establishes committees. However, the board members and leaders start to feel fatigue in the face of the demands of a startup organization, leading to questions about what is truly strategic and how work will get done. The Farm to School organization in Case (D) has just issued its first annual report, filled with meaningful accomplishments. The leaders of the organization begin to plan to build an organization that will outlast them and the founding board members.

Supplement to case KE1110 This case series describes the startup of Farm to School of Park County, an emerging nonprofit organization in the US state of Montana. Case (A) describes the community, the need, and the origins of Farm to School in Livingston, Montana. The leaders of Farm to School face a budget crisis and need to evaluate four options to decide whether, when, and how it should become an independent organization. As Case (B) begins, Farm to School has decided to enter into a fiscal sponsorship agreement with the local community foundation. The next task for the organization's leaders is recruiting founding board members. They need to decide whom to ask and how to do it. In Case (C), the board develops a strategic plan and establishes committees. However, the board members and leaders start to feel fatigue in the face of the demands of a startup organization, leading to questions about what is truly strategic and how work will get done. The Farm to School organization in Case (D) has just issued its first annual report, filled with meaningful accomplishments. The leaders of the organization begin to plan to build an organization that will outlast them and the founding board members.

Supplement to case IN1530 and IN1533

In April 2018, the De Beers Group launched a pilot project called GemFair to create a new supply of ethically and environmentally sourced diamonds from artisanal and small-scale mines (ASM) in Sierra Leone. Whether this project would yield a meaningful supply of rough diamonds for De Beers, improve its ability to track diamonds accurately from African mines to consumers around the world, and simultaneously improve both the working conditions in mines and the prices received by local miners remained to be seen. This case is intended to be used in conjunction with and to follow another HBS case: The De Beers Group: Exploring the Diamond Reselling Opportunity (HBS #717-430).

Supplement to W18796

Supplement for product 9B18E016.

Vittorio Colao, CEO of telecommunication giant Vodafone, must respond to reports of disturbing accounting practices at two of Vodafone's operating companies. In one case, €60 million have been misreported due to a series of failures to check manual accounting processes. The situation has been escalated to Vodafone's audit committee, which expects Colao and his team to act drastically. In the second case, €7 million have been misreported through deferred recognition of costs into the future. The two cases challenge Colao's organizational model of International Values and Local Roots that aims to maintain productive tension between global mandates and local practices. Colao meticulously designed his model based on the key value of trust, his unwavering convictions earning him the moniker of the 'benevolent dictator.' Colao is acutely aware that his response to the accounting discrepancies will be a referendum on his leadership for over 120,000 employees worldwide. If he doesn't make the right decisions, the consequences will reverberate throughout the organization and erode confidence in the value of trust that he relentlessly worked to establish.

Supplement to case UV7664