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Established in 1994, the Tsinghua Science Park ("TusPark") is one of the earliest university science parks in China and was rated the first A-class university science park by the Ministry of Science and Technology and the Ministry of Education. The main functions of TusPark are to promote regional independent innovation, build a university-industry cooperation platform, facilitate the commercialization of research achievements, and incubate start-up enterprises. Today, TusPark hosts about 550 enterprises, including 380 technology companies. These enterprises have created total sales revenue of over RMB 4 billion, and together, they apply for more than 2,000 intellectual property rights each year. Despite these remarkable achievements, Mei Meng and his team are looking further into the future. As China is transitioning from a manufacturing-based economy to an innovation and entrepreneurship-driven economy, there is an enormous opportunity for TusPark to play an important role in this transition. Nevertheless, changes in the external environment also prompted TusPark to adjust its development strategy accordingly, and the question is, how?

This case is an update of "Coffee Wars in India: Café Coffee Day 2013." It explores Café Coffee Day's progress after Starbuck's entry into India and the decisions it faces in 2015.

The CareMessage case describes the evolution of the nonprofit organization from its founding in 2012 through the end of 2014. CareMessage was launched by Vineet Singal, a young biological sciences graduate from Stanford University. Having dealt with his own personal health issues, Singal was passionate about helping patients get the right information, support, and motivation to make better health decisions. Singal was especially determined to help low-income patients, who historically lacked the tools and resources for effective health management. The case emphasizes some of the major challenges and decisions faced by Singal in the organization's early years: the appropriate technology to serve CareMessage's mission, CareMessage's business model (market, pricing, go-to-market strategy, competition), structuring the venture as a nonprofit or for-profit organization, and scaling the business. As of 2014, CareMessage had proven incredibly successful in its ability to serve low-income patients across the United States by targeting health care providers in low-income neighborhoods, yet these opportunities were fairly limited in terms of revenue and profit potential. Thus, Singal faced a dilemma; should CareMessage pursue additional markets, partnerships, and revenue opportunities, or instead stay the course by continuing to focus on low-income health care providers?

Describes the formation and rapid growth of a drug testing company. The company needs to decide whether to enter the painkiller testing market, in addition to growing its drug treatment center business. The associated teaching materials provide students the opportunity to weigh the attractiveness of alternative mechanisms for financing the company's expansion.

On April 20, 2010, as BP p.l.c., the third-largest listed oil producer in the world, was preparing to report strong first quarter results, an explosion occurred on its drilling rig Deepwater Horizon, killing 11 workers and injuring 16 others. Over the next two days, the rig burned and sank, resulting in a massive offshore oil spill in the Gulf of Mexico. The spill was considered "the largest environmental disaster to hit the United States" and the largest accidental marine oil spill in history. The financial reporting implications of the accident and subsequent claims, especially the recognition and measurement of provisions and related expenses, and disclosure of contingent liabilities, were a major consideration for BP and its investors.

This case provides a comprehensive introduction to the basics of capital budgeting. It presents students with two distinct capital budgeting exercises revolving around the athletic footwear industry. The first exercise is about a running sneaker with a large capital outlay and a six-year project life. It contains many traditional project cash flows as well as a significant endorsement risk. The second exercise involves evaluating a hiking shoe project with a smaller initial investment in a more rapidly growing but unfamiliar market segment. The authors have used this case with audiences including sophomore undergraduates, MBAs, and seasoned executives. In the first two audiences, students build spreadsheet solutions from the assumptions provided; for executives, we often give them the completed analysis and focus more on interpretation of financial metrics and on qualitative discussion. We have also used one or both of the exercises as exam questions.

Because improved surgical care leads to better health outcomes, multiple groups of surgeons have developed metrics and tools for monitoring the availability and quality of surgical care. However, a critical barrier to monitoring quality in surgical care is the need to include a risk-stratification model to account for differences in case mix and patient comorbidities between hospitals. Researchers in developed countries use protocols for risk-stratification in surgical care, but staffing and resource issues have prevented researchers from using these protocols in low-income countries. To improve the quality of surgical care in Mozambique, a partnership was developed between the Universidade Eduardo Mondlane Medical School and the University of California, San Diego School of Medicine, with guidance and support from the Mozambican Ministry of Health. The immediate priority of the research team was to define the epidemiology of surgical conditions and evaluate local capacity to meet that need at three pilot hospitals across the country. This case explores the process of implementing a risk-stratification model for low- income countries and challenges students to critique the model and set direction for future work.

In 2011, Dr. Paul Firth, an anesthesiologist from Massachusetts General Hospital, began to explore methods for capturing and utilizing clinical data for quality improvement at Mbarara Regional Referral Hospital (MRRH) in Mbarara, Uganda. Partnering with Dr. Stephen Ttendo, head of the anesthesia department at MRRH, Firth obtained funding from the Harvard Milton Fund and from the General Electric Foundation in 2012 and established an electronic medical record database, now known as the SQUAD (Surgical Quality Assurance Database) initiative. Case A discusses the challenges of implementing an electronic medical record system in a public hospital where patient data had not previously been prioritized, and where resources for providing even basic care are limited. Case A explores the process of determining what to measure and how to measure and validate data.

In 2000, Dr. Benjamin Warf, a pediatric neurosurgeon, became the medical director and chief of surgery at CURE Children's Hospital in eastern Uganda. He quickly noticed a high incidence of hydrocephalus among his patients. Frustrated by the lack of options for these patients and by the limitations of shunts in a low-resource setting, Warf pioneered an alternative low-cost, one-time treatment for hydrocephalus using endoscopic techniques. This new approach, ETV/CPC, combined two procedures: endoscopic third ventriculostomy (ETV) and choroid plexus cauterization (CPC). Through rigorous clinical trials, Warf showed that ETV/CPC was at least as safe and effective as ventricular shunts but required much less medical infrastructure and post-surgical maintenance. In addition to his clinical work, Warf started the International Program to Advance Treatment of Hydrocephalus (IPath). He also designed a training program for neurosurgeons from developing countries around the world to learn this new hydrocephalus treatment. After his return to the United States, Warf began investigating the role ETV/CPC might play as a hydrocephalus treatment in both developed and developing countries.

MONDRAGON, the largest cooperative in the world, and the inspiration for several U.S. cooperatives, faces a challenge in 2013 after one of its largest cooperatives votes to leave the group and another goes bankrupt.

Delhaize Group, the Belgian-based global food retailer, was focused on competing in the food retailing industry by developing leading positions in key markets via localized retailing strategies. Delhaize was committed to offering its customers superior value while maintaining high social, environmental, and ethical standards. For Frans Muller, Delhaize's president and CEO, the key to executing on this strategy was ensuring that the Group was developing leaders with the requisite skills and competencies. In light of this, Muller felt it was important to assess the Group's leadership development practices. Were the current training and development programs effective? What were the leadership skills that would be needed to execute on Delhaize's strategic plan, both today and in the future?

With increasing attention from consumers surrounding food safety and public health, it comes at no surprise that Perdue Farms is considering eliminating antibiotic use in its poultry operations. Perdue is positioned to receive positive responses from reducing antibiotic usage, but the question of feasibility in implementation remains as the producer had previously failed to phase-out antibiotics. From this case, students will structure argumentative thought around causes of CSR strategies and how CSR impacts business operations

This case centers around Vodafone Egypt and its role in the political instability of Egypt in 2011. The then-president of Egypt asked telecommunication providers to terminate operations to help mitigate the abilities of citizens to rally rapport with the global media and organize local demonstrations. The core dilemma surrounds the idea of how much influence corporations should have on public policy and what a corporation's role is in relation to politics and/or the government, specifically in areas with political instability and conflict.

Chevron Corporation invested in a Chadian-Cameroon oil pipeline consortium in the early 2000s. The project was extremely profitable through the decade, but it was subjected to claims of human rights violations that left a tarnish on Chevron's name. Chevron is considering divesting its stake in the pipeline as its strategy has shifted since initial investment and it isn't sure the future stability of the project. Students will gain an understanding of the role of human rights in a complex setting and will be able to articulate challenges of creating an industry within a developing country.

Paul Bulcke, CEO of Nestlé S.A., is confronted with an Internet firestorm after a comment made by his predecessor, Nestlé Chairman Peter Brabeck-Letmathe, in a 2005 interview resurfaces. In the interview Brabeck-Letmathe calls the human right to water an "extreme solution." Bulcke must make recommendations to lay the foundation for the company's future direction relevant to water use at its shareholder meeting the next day. The main questions facing him are: How should Nestlé frame its approach to water resource management? And, what type of public relations campaign should Nestlé engage in to counter the negative perception of its water rights policy? In their reading and discussion of the case, students are asked to outline the implications of water being deemed a human right as well as develop and defend a corporate water strategy.

Joe Whinney, founder and CEO of Seattle, Washington-based Theo Chocolate, has spent his entire professional career bringing sustainably harvested chocolate to developed nations. His company created the first organic, fair-trade, GMO-free chocolate bar in the U.S., and prides itself on the ethical sourcing of beans from growers mainly located in the Democratic Republic of Congo, Peru, and Panama. Whinney, however, faces questions at home in his Seattle factory after media reports allege the company engaged in "emotional blackmail" as well as "manipulation, guilt, (and) intimidation" in an attempt to convince employees not to unionize. Students are asked to put themselves in the shoes of the protagonist and find solutions to address employee and shareholder concerns in the wake of the media firestorm.

Michiel Leijnse, global brand development director of Lipton Tea, faces a very important meeting with Unilever CEO Patrick Cescau in a few short hours, during which he will recommend strategies on how Lipton can become credible with consumers, obtain sustainable certification, integrate sustainable practices into its entire supply chain, and tell customers about it. He has to consider the financial implications of the decision and demonstrate a reasonable return on investment. Would there be a first-mover advantage for Unilever or would the company be paving the way for its competitors to sustainably source tea without the investment? He would also have to recommend a certification agency and craft a plan for implementation of the change.

A PBS documentary has uncovered a trove of recently discovered documents revealing a 1991 deal in which Firestone agreed to pay Liberian warlord Charles Taylor $2.3 million in exchange for keeping its profitable rubber farm in operation during a bloody civil war. This case explores the social and economic implications of a foreign company operating in a politically unstable and economically undeveloped country. Students are asked to address the public relations crisis and explore Firestone's responsibility for confronting past wrongs, striking a balance between social equity and economic prosperity.

Intel Corporation is a leading manufacturer of components found in nearly all electronics.Intel became aware that its supply chain for tantalum, tin, tungsten, and gold was fueling one of the deadliest conflicts since World War II. To remedy this, the company broke ground to develop a transparent and conflict-free mineral supply chain, but questioned if its efforts would be followed industry-wide. This case offers students the opportunity to evaluate the impact of a business's involvement in societal affairs to develop strategies for multiple-stakeholder engagements and in-depth analysis into supply chain management.