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This case chronicles the growth and evolution of Revital, the bestselling vitamin and mineral supplement in India. The Indian nutraceutical market was booming, as the growing economy and increasingly demanding job requirements were pushing young Indian consumers to look for products like energy drinks, energy candy and health supplements. Stressful work conditions and lifestyle changes were resulting in an increased incidence of chronic disorders, and more and more consumers were taking nutraceuticals as a preventive measure. No company had launched an energy candy in the Indian market and imported brands were of limited availability. The case explores the possible options for Ranbaxy - one of the largest pharmaceutical companies in India -with brand expansion opportunities for Revital through introducing Revital energy candy. Should Ranbaxy introduce an energy candy in the Indian market? If so, should it be a brand extension of Revital or a new brand altogether?

Caterpillar Tunnelling Canada Corporation, a Toronto-based subsidiary of the U.S. company Caterpillar Inc., specializes in the custom design and manufacture of tunnelling boring machines used in the construction of transportation and utility tunnels such as subway, sewage and telecom cable tunnels. After the acquisition by Caterpillar, the company was chosen as one of the sites to undergo enterprise resource planning (ERP) transformation. After over a year of localization effort to adapt the corporate ERP template to the subsidiary's business processes, the project was called off due to both the strained local resources and the significant gap between the parent company's repetitive manufacturing model and the subsidiary's concurrent engineering/project-based model. Moreover, the lack of executive buy-in and a mandate in establishing company-wide performance metrics and consistency in business semantics led to sporadic user adoption of business intelligence tools and the creation of sometimes irreconcilable reporting. The business resource manager and head of finance has to rethink the management of business intelligence technologies and come up with a strategy to achieve coherent data analytics for effective business decision making.

An owner was concerned about the condo she bought in Mont Tremblant, Quebec in 2006 as an investment property and for occasional use by her family. A beautiful, five-bedroom unit with a panoramic view over the La Bête golf course, it was close to the ski area, the village of Tremblant, shopping, spas, restaurants and a casino. It was fully furnished with many upgrades. However, by 2010, the number of rentals was disappointing, and the unit was operating well below expectations. Something had to be done to increase occupancy or she would have to sell the property. She considered changes in all aspects of marketing: her target, positioning, product features, pricing, distribution and promotion. She needed to assess the situation and determine what could be done to generate more bookings and make the venture profitable.

The case serves as an illustration of organizational behavior when it comes to the issue of silence in organizations. It describes a critical leadership situation that requires speaking up against the orders of a superior in a hierarchical structure - in this case, the armed forces. When the protagonist, a young Israeli officer leading a special-forces platoon, receives an order that would put his platoon in extreme danger, he has to make a decision. The case is not concerned with combat situations, but rather with how to act as a responsible leader. Given the setting of an army unit governed by command and control, the initial case discussion is likely to focus on typical leadership issues, such as motivation and followership. However, the more interesting aspect concerns the dual roles that leaders typically have to fulfill, that is, they may be both leaders and followers. The protagonist of the case is a captain who receives an order from a major that will have consequences for the captain's platoon. The core issue of the case is the decision to reject the order in question. Participants will discuss why speaking up is an issue in organizations and usually does not occur. The case also allows us to look at situations in high-risk organizations that allow open communication.

In December 2011, the world-renowned SMRT train system in Singapore suffered a series of commuter disruptions that shattered public confidence in the system. SMRT Corporation Ltd. is Singapore's multi-modal public transport operator, with train, bus and taxi services across the island. This case recounts the train breakdowns, resulting in commuter frustration and SMRT's response. Not only does SMRT management need to restore confidence in the reliability and safety of the system, but they also need to restore good faith with the public that they are committed stewards of a public system integral to daily living.

In mid-April 2013, the chief executive officer of Tesco PLC, the world's third largest global retailer headquartered in London, United Kingdom, must explain to shareholders his decision to close down the operations of the fully owned subsidiary, Fresh & Easy Neighborhoods Market Inc., in the United States. Following a December 2012 strategic review that reported that the subsidiary was not delivering acceptable returns, operations have already been discontinued and a buyer is being sought. Although the focus on fresh food to ameliorate the health care costs of obesity in the United States was a driver for establishing the subsidiary, the effects of the 2008 recession discouraged consumers from paying the higher costs of fresh food. Is exiting the United States the right decision for Tesco? How should the process of exit be managed? Are there any takeaways from the U.S. operations that Tesco can apply elsewhere in its global strategy?

Struggling Sibling Partners deals with the difficulty of creating a sense of fairness in family business relationships. The case explores the challenges of leading and governing a family business equally owned by three siblings. It is used as an introduction to the concept of Fair Process, at the core of INSEAD's work with family businesses. Developing a sense of fairness is the critical goal of family business governance processes, including family meetings and councils, boards of directors and family constitutions.

Succession patterns in Asia are heavily influenced by Confucian values and traditions. Liu Bai's father's authoritarian style of management was typical of Chinese families, but his critical and demanding manner made it impossible for Bai to work with him, even in the Asian context. While it may seem aberrant to Westerners, children are supposed to bow to the Confucian ideal of the patriarch, even more powerful than the state as far as the welfare and governance of the family is concerned. Conflicts are settled by the family, within the family.

The objective of this case is to explore how governance can positively support management in developing and implementing a business strategy based on talent development as a competitive advantage. While it has been argued by some that senior leadership (CEO and management) determine a firm's strategy, others highlight the role of governance, or alternatively the importance of shared strategy making. This case demonstrates that talent development is influenced by all of these factors and depends in large measure upon the nature of the relationship between the CEO and board and their interaction in the strategy-making process.

Set in August 2011, Meru Cabs ¾ A Spectacular Growth Story is a case that documents the design and positioning of a service business in India, where the service industry is the fastest growing and most competitive sector. It tracks how strategies, processes and technologies are integrated to reduce cost and offer world-class service. Specifically, it traces the factors that have contributed to making Meru Cabs (Meru) the largest taxi operator in India and third largest in the world. Success in the four major cities of India has given senior management the confidence to consider rollouts in other cities in India and abroad. However, the immediate focus is on improving service and reducing the cancellation rate in the cities where Meru currently operates. The case describes the design and implementation of the service from the twin perspectives of efficient service operation and customer orientation, and raises questions related to the expansion of the service to other Indian and global cities. It also takes into account such factors as cab reengineering, driver selection, cab assignment, cab maintenance and fleet maintenance for the proposed service improvement and extension.

In 2011, Lebanese television station LBCI partnered with Impact BBDO to develop Cheyef Halak, a marketing and social media program that aimed to create meaningful social change in Lebanon. The first campaign, which targeted the chaos of road traffic in Lebanon, captured the imagination of the Lebanese population. But how should the impact of the campaign be measured? And what were the linkages between the traditional advertising venues and the social media that were employed? This case includes videos of the television campaign, excerpts from the social media campaign, and associated tracking data to analyze the success of the campaign from a qualitative and quantitative perspective.

One vote in June, 2012, decided the fate of President Barack Obama's crowning first-term achievement: universal health insurance. Chief Justice John Roberts of the U.S. Supreme Court cast the deciding vote to uphold the keystone of the reform: the mandate to purchase insurance. That mandate had a convoluted history. Though born in a conservative think-tank and originally adopted by Republican leaders as a necessary component of reform, it was rejected by Republicans when taken on board by the President and Democrats. Roberts' decision rested on an interpretation of the mandate as a tax. Instructors may also obtain a Teaching Note, written by this case's author, that provides suggestions for using this case effectively in the classroom.

The unelected Federal Reserve Chairman exerts exceptional influence over the U.S., in fact global, economy. As Janet Yellen prepared to take over the position, she would look back on Chairman Bernanke's tenure during the Great Recession. During that time, Bernanke was attacked by critics from both the left and the right for guiding monetary policy into dangerous territory. Their criticisms echoed arguments Bernanke himself had made with regard to past downturns in Japan and Europe. Were the critics right, or was the Bernanke Fed charting a wise middle course? Instructors may also obtain a Teaching Note, written by this case's author, that provides suggestions for using this case effectively in the classroom.

In 2013, Rio Tinto was expected to begin commercial shipments from Oyu Tolgoi, a copper and gold mine in the Gobi Desert of Mongolia. Oyu Tolgoi was one of the last great unmined deposits in the world, and, once operations were in full swing, was expected to constitute around a tenth of Rio Tinto's profits and over a quarter of Mongolia's GDP. But the terms of the deal were being threatened by elections in Mongolian and a change in voter sentiment towards the project. With around $6 billion invested, Rio Tinto had to figure out how to make its investment work out. Meanwhile the Mongolian government, facing scorching economic growth rates, had to lead the country through its most significant transformation since the time of Ghengis Khan nine centuries earlier.

Electronic cigarettes (e-cigarettes) were heralded by some as a healthcare game changer, enabling smokers to switch to a new product which carried lower risk of cancer. However, there were concerns about the public health risk of e-cigarettes, particularly the chance that teens would easily develop nicotine addictions from smoking the fruit-flavored products. Manufacturers argued that current smokers, not teens were the target market, but laws regulating e-cigarettes were far less stringent than those governing tobacco products.

The case describes the nature of juvenile recidivism in Massachusetts and explores the potential structure of a privately funded, publicly guaranteed pay-for-success contract.

This case uses two important examples based at the Stanford Hospital. In the first, Joe Kelly is diagnosed with fast-growing lung cancer and must quickly go through a series of chemotherapy. Joe's path includes discussions with his wife, son, and doctor about his prognosis and treatment. While Joe believes he is cured after the first round of chemotherapy, the doctor must communicate that the chance of relapse is high. In the second example, Tina and Beth, graduate students at Stanford Medical School, compete for their Chief Resident's attention. Beth believes Dr. Rivas favors Tina and a great deal of conflict is created in the fight to win over Dr. Riva. After some time, it is noticed that this conflict greatly affects the two's care of their patients and Dr. Rivas must sit down and discuss solutions.

If the HR function is to become a strategic partner within an organization, it must be able to measure the results of its activities and programs. But how? The case places students in the position of an external consultant who is mandated to identify and develop indicators that will be used to establish a balanced scorecard for the head of the Staffing and Workforce Planning Division of the Société de transport de Montréal (STM). This is a decision-making case, since it asks students to decide on the relevant indicators to be selected for the balanced scorecard. At the same time, it can also be regarded as an analytical case, in that the solutions/indicators must be based on an exhaustive analysis of the situation and information conveyed in the case and its appendices.

Citi Hong Kong ("Citi HK") achieves good results in community engagement with its US$1.5 million annual spending. From a quantitative perspective, its team of less than 5,000 employees performed 23,867 volunteer hours in 2012. During the company's 2012 Global Community Day, 250 of its clients and over 4,000 Citi staff, including their family members and friends participated in volunteer work. In addition, over 36% or over 1,800 of the company's staff chose to participate in the company's Rainbow Day in 2012, through which they donated a lump sum to a charitable organization in exchange for an additional annual leave. From a qualitative perspective, the Hope Development Accounts ("HDA") program, a multi-year program that Citi HK has facilitated and supported since 2007, is among the first few, if not the first, programs that attempt to use asset-building approach for poverty-alleviation in the city. The success of the program hinges on the long-term participation of the volunteers of Citi HK; their contributions mean that Citi HK's support goes beyond monetary terms-the general and financial education offered and the coaching and guidance given are critical in empowering the program participants. How does Citi HK achieve these good results in community engagement with a contained budget? And what roles do its staff play? What does the company do to enable such a high level of staff participation?

Before opening its first store in India in 1996, McDonald's spent six years building its supply chain. During that time, the company worked to successfully source as many ingredients as possible from India. However, French fries ("MacFries") were a particularly tough product to source locally-and importing fries was undesirable for both cost and availability reasons. Growing potatoes suitable for use as fries was challenging in India. By 2007, 11 years after opening its first restaurant, the MacFry was finally being produced in India. McDonald's main MacFry supplier was the Canadian company McCain, which spent many years working on potato agronomy and with farmers to build up supply in India. From 2007 to 2011, local MacFry production increased from none to 75 percent of sales. Despite the strides made, in 2011 Abhijit Upadhye, McDonald's then senior director of Supply Chain India was still a worried man. Double-digit food inflation in India had been putting cost pressure on the company. McDonald's had aggressive growth plans for the coming years. The company had 240 restaurants, and planned to more than double by 2014. The MacFry was the single largest procurement item, so having a 100 percent local supply was critical to avoiding high import duties. The question that troubled him was: "Will I ever be able to eliminate imported fries from my supply chain?" This case describes McDonald's India and McCain India's efforts to optimize the MacFry supply chain by increasing local supply in a fast-growing emerging market using agronomy, farmer relationship development and value chain innovation.