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Supplement to case 118034.

"Swagbucks (B)," HBS No. 817123, picks up in mid-2014 following the events described in "Swagbucks (A)," HBS No 817122. Davis and Gorowitz were successful in their efforts to position the company for scale without negatively affecting the company's foundational culture, and developed a close working relationship. In early 2016, the company now has the opportunity to acquire MyPoints, an established competitor with millions of members and the chance to grow revenues at an even faster pace, but Davis and Gorowitz want to first discuss whether the company is strong enough to incorporate the new business and its employees.

On November 7th, 2017, Sidar Åžahin, founder and CEO of Peak Games, a Turkey-based global mobile gaming company, had just closed the sale of Peak Games' card games studio. This sale included three of the company's top grossing games and half of its team. Sidar was happy about the $100 million sale to the global gaming giant Zynga. He felt that the spin out would sharpen Peak Games' focus on the casual game genre, which was a faster growing genre with cyclical trends. Having attained the desired focus for the company, Sidar was already thinking about what he needed to do to make Peak Games into 10x what it is today.

Supplement to HBS Case 818-077. Together with the agile methodology, innovation at ING was an enabler for the company's purpose of empowering people to stay a step ahead in life and business. The case explores ING's innovation priorities and strategy, as well as the related challenges ahead.

This case introduces the concepts of information and material flow analysis, operational improvement procedure and the steps to be taken for successful change management in the context of warehouse consolidation at Manipal Hospitals Bangalore (MHB). The case describes the warehouse consolidation project which was expected to lower operational costs and improve service levels by leveraging economies of scale through aggregation of demand. It discusses the benefits of aggregation of demand and the procedure to design a supply network based on the demand pattern and criticality of products. However the desired outcomes were not achieved initially and the service levels plummeted rather than increasing. The second case then describes the steps taken to manage the change and meet the desired goals. This case goes beyond process improvement, to its implementation, the challenges faced, and related change management techniques needed for ensuring success of the process improvement initiatives. The case challenges the students to think about the various stakeholders involved when change initiatives are implemented on an organization level and to recommend solutions based on the voices of various internal customers. The case also encourages the students to think about the various aspects of organizational behavior that are involved at the time of changes in management processes. The Part B case showcases the changes that were implemented by the protagonist to improve and deliver the necessary service levels.

Supplement to case P93A. In 2015, the Nevada Public Utility Commission (PUC) passed a ruling that essentially eliminated net metering, dramatically reducing the compensation rate for home solar owners selling excess electricity back to the utility company. As a result, solar companies, including Sunrun, were forced to close down operations, severing 3,000 industry jobs. This case profiles the PUC's decision, and Sunrun's strategy in dealing with out-of-market forces in order to retain a sales presence in the state of Nevada.

Supplement to case 713061.

Follow-up case detailing the changes at BWX Technologies after hedge fund Blue Harbour Group's investment.

The National Football League (NFL) was both the most popular spectator sport in the U.S. and a major economic entity, taking in roughly $10 billion a year in revenue. However through the early twenty-first century, an increased understanding of the long-term effects of head injuries on NFL players indicated a serious threat to the long-term viability of the game. Particularly concerning was the indication that some deceased professional football players had developed chronic traumatic encephalopathy (CTE)-a neurodegenerative disease which had a strong influence on a person's mental and physical health-most likely as a result of repetitive hits sustained during their football careers and which may have contributed to their deaths. Over 4,000 retired players had jointly sued the NFL over the head injuries they had sustained during their time in the NFL and the resulting health problems they attributed to these injuries. In part, the lawsuit alleged that the NFL had not been forthcoming with players about the health risks of head injuries. The two sides had reached a tentative $765 million settlement in 2013, the bulk of which would go to compensating retired players suffering from such diseases as Alzheimer's or dementia. While this settlement compensated retired players, it was not applicable to current or future players. Could the NFL preserve the sport by making it safer through new rules or equipment changes, or was football an inherently physical game that no amount of new rules or equipment could make completely safe? Were current and future players, now knowing full well the potential long-term health implications of football, tacitly accepting the risks involved? As a team owner, is now the time to sell while franchise value and fan support are at their peaks, or will the business of the NFL be viable for years to come?

Supplement to case BAB402.

Supplement to case BAB402.

Supplement to case BAB402.

Supplement to case BAB402.

Rick Stein is faced with taking rapid action to both save his business and at the same time take advantage of a surprise exit opportunity. As usual there's a cash squeeze but should the business take more money and if so where from and on what terms?

Discussion questions for case BAB372.

Campbell siblings Thomas and Sally are faced with selling their childhood home. They need to make several difficult consequential decisions, all the while navigating their contentious relationship. Did it make sense to hire a broker, or should they go it alone? How much was the home worth? What should the listing price be? Most importantly, what combination of answers would get them the best outcome? And along the way, as they gather information to answer these questions, several unforeseen events occur.

Campbell siblings Thomas and Sally are faced with selling their childhood home. They need to make several difficult consequential decisions, all the while navigating their contentious relationship. Did it make sense to hire a broker, or should they go it alone? How much was the home worth? What should the listing price be? Most importantly, what combination of answers would get them the best outcome? And along the way, as they gather information to answer these questions, several unforeseen events occur.

This case follows the Program Director of La Ceiba, a Honduras-based microfinance institution, as he navigates four challenging negotiation scenarios involving the organization's loan clients. Students are asked to adopt the perspective of the Program Director and to consider how they would act in these negotiation scenarios that are characterized by unclear objectives and severely asymmetric power dynamics. How should they approach negotiation situations in which the power balance is heavily in their own favor? Should they exert this power and engage in a "hard" negotiation approach? Or, are there circumstances where a "soft" negotiation approach is warranted? In addition to helping students to develop a framework about when to use soft versus hard negotiation approaches, two of the notable lessons that arise are (i) the role of apologies after misusing power, and (ii) how even "using one's power for good" can translate into paternalistic outcomes.

India's diagnostics business valued at USD 10 billion was growing at 20% annually. Several players with different business models competed. Dr. Lal PathLabs, the world's largest histopathology centre led with a menu of 3,500 tests, 1,600 collection centres and 7,000 pick-up points. Its Initial Public Offer had been oversubscribed 33.41 times and the team at Dr. Lal PathLabs was excited about expanding its international footprint. Two overseas companies were incorporated in Netherlands and Nepal. Yet, there were enormous unmet needs in India alongside potential for public-private partnerships. Trade-offs over portfolio choice and regional versus international footprint needed thinking through.