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Traditional establishment leadership of Miami is increasingly challenged by a rising millennial generation that is more diverse and brings more innovative and entrepreneurial "outside-the-building" approaches, including impatience for change. Leadership succession is already underway, with examples of increased activism and cross-sector collaboration, as well as a new millennial mayor of the central city who declares entrepreneurship to be Miami's strength and national advantage. But there is a consensus that Miami is only a short way along its path to transformation to become the city of future opportunity. Is it essential that networks become more open and inclusive, to find new sources of leadership talent?

Supplement to 918-001. The case describes the inventive approaches to retail crime prevention that Sean Sportun, security and loss prevention manager at Mac's Convenience Stores, implemented between 2007 and 2017.

Exhibit to Merging American Airlines and US Airways (A) case. In February 2013, US Airways announced that it would merge with American Airlines to create the world's largest airline. Doug Parker, the CEO of US Airways, would become CEO of the new American Airlines Group (AAL). The case describes a number of critical decisions Parker made and actions that he took in the course of the acquisition integration process. All focused on how best to combine the two airlines' core systems and operating processes as well as the appropriate scope and speed of strategic changes. Now, Parker must decide on the composition of AAL's senior executive team. Should Parker select a team dominated by US Airways executives with whom he has successfully worked for decades? Or should he establish a new team with roughly equal representation from both airlines? Parker's choice will send important signals to employees about the extent to which the transaction will be viewed as a merger of equals or as a takeover by US Airways.

Supplement to case IN1415. In 2017, the Financial Times ranked INSEAD's MBA programme #1 in the world for the second year in a row. The Dean of INSEAD, Ilian Mihov, commissioned a large-scale study to understand the shool's brand equity compared to its peers. The goal is to optimize INSEAD's positioning, value proposition and communication, to attract the best MBA students. Case A asks students to develop a survey that will measure the strengths and weaknesses of the INSEAD brand compared to its key competitors. They must select the performance measures, relevant competitors and the relevant sample. Case B provides results from a survey of 4,000 GMAT-takers who rated 18 business schools. Students analyze the data to measure the strength of the INSEAD brand and its image compared with its competitors. To optimize the school's positioning, students must identify the most important attributes used when choosing an MBA programme. Please visit the dedicated case website "https://cases.insead.edu/who-is-number-one" to access supplementary material.

Supplement to case UV7332. On December 5, 1791, Secretary of the Treasury Alexander Hamilton presented to Congress his "Report on the Subject of Manufactures," which proposed significant government support for nascent American industry through tariffs, subsidies, and other incentives. It seemed that Hamilton's politico-economic vision for America had substantial political momentum, yet James Madison and his circle viewed Hamilton's proposals with alarm, and a financial panic in August-September, 1791, raised new anxieties about the rapid political and economic changes occurring in the United States. In the face of these concerns, would Congress sustain its support for Hamilton's vision? This B case explores the reactions to and events following Hamilton's Report on Manufactures.

Case B describes the digital transformation process GroupM India undertook from 2013 to 2016. To respond to the challenges highlighted in Case A - product, profile, partnerships and people - the company identified customer focus and nimbleness as two "quests" to prioritize. GroupM focused on building comprehensive media solutions, targeting new-economy customers (such as e-commerce and digital companies), forging new partnerships with creative and ad tech players and, most importantly, leveraging its people. By end-2016, GroupM had not only retained its position as the largest player in the Indian advertising industry but had also widened its lead over competitors.

A summary of events that occured after the (A) case, including Los Angeles winning nomination for the 2028 Olympics with assistance from Pagliuca and Boston 2024 bid material.

Supplement to (A) case. Katie Hood, CEO of the One Love Foundation (One Love), a group dedicated to the prevention of relationship violence, had grown the organization's base of funding support to $6 million by 2017 and broadened its mandate to include relationships across many demographics. But questions about how best to deploy their funding loomed, as well as divergent views on the pace of growth the organization should target. One Love also needed to develop better metrics by which to measure its success. This case explores Hood's plan of action as she aims to bring One Love to greater scale.

Supplement to case 116012.

By 2013, after over near 30 years, Ryanair has become the largest airline in Europe in terms of passengers flown internationally. It outperformed its low cost rivals on most operational dimensions. It was unambiguously positioned as the lowest cost of the low cost airlines. Its success, however, came at a price. Ryanair was far from loved. Its operational model, which enabled such low cost flying, had as a side effect service that was seen as far below industry norms. In 2013 its outspoken CEO, Michael O'Leary, came under increasing pressure to tone down the macho image he had cultivated and enhance service levels. To do this he would need to adapt the successful operational model. The A case asks whether such an adaptation make sense. The B case documents the evolution and implementation of Ryanair's response, a change program called "ALWAYS GETTING BETTER" (AGB). AGB encompasses a digitalization program that chief marketing officer Kenny Jacobs believes can enable Ryanair to become the "Amazon of Travel in Europe." The B case asks whether this is a realistic ambition. Learning objective: The case allows for an exposition of several related strategic concepts: Business system alignment, strategic positioning, market evolution (and response), customer centricity and innovation. Four specific learning objectives are particularly well addressed: (1) Understanding customer centricity. (2) Understanding strategic alignment. (3) Understanding whether and how successful incumbents can embrace change. (4) Understanding how incumbents can best embrace digitalization.

Supplement to case UV7329. This follow-up to "The Panic of 1907 and the High Tide of Progressivism (A)" (UVA-F-1781) explores how well the Federal Reserve Act of 1913 addressed the issues exposed by the panic of 1907, as well as providing further food for thought about financial reform.

This follow up case study explores the ramifications of Jumia's decision to move from a retail led to a markplace business model for its e-commerce platform. The case visits the company's successes as well as its many failures when adopting this vendor-led strategy. It also considers Jumia's options going forward- should it return to the retail-led model or develop a hybrid alternative?

While violence against children in Turkey was widespread, people across the country were shocked by the news of seven atrocious child molestation cases,one after another over the course of a week in April 2010. Ayşen Özyeğin, Founder and President of the Mother Child Education Foundation (in Turkish, Anne Çocuk Eğitim Vakfı-AÇEV), a nonprofit organization devoted to supporting disadvantaged children and their families and promoting early childhood education, called a Board meeting to discuss whether the organization should assume a role in addressing the child protection crisis. ACEV's leaders prepared to present recommendations to their fellow Board Members and to consider decisions critical for both the agency's future and for Turkey's children.

Snap Inc.'s chairman must decide how to address investor concerns about the company's unprecedented plans to issue only non-voting shares in its upcoming IPO. The case is set in early 2017 following the public availability of Snap's IPO filing with the U.S. Securities and Exchange Commission (SEC). It describes the company's meteoric rise from its conception by its young founders in 2011 to its multi-billion dollar valuation. When Snap filed for its long-anticipated IPO that could value it at more than $20 billion, it described its plans to go public with three share classes providing public investors shares with no votes on matters customarily put to a shareholder vote and allowing its two co-founders control over such matters. The case details the checkered history of multiple share class structures, highlights arguments for and against them, and explores the potential implications for index funds. Investors managing over $3 trillion sent a letter to Snap Chairman Michael Lynton and Co-Founders Evan Spiegel and Robert Murphy asking them to reconsider the share structure just one day after the company's S-1 was made public. As controversy mounted and with the IPO possibly just a month away, Lynton must decide how to respond to the investors' letter.

Apple Watch (B) is a companion case to Apple Watch (A). The (B) case describes events that took place immediately after the Apple Watch launch in April 2015. It details Apple Watch product lines, market reactions, and impact on the overall smartwatch product category. The title of the (B) case poses a question regarding the prospect of Apple Watch as an early follower in the smartwatch category. When used in conjunction with the (A) case, the (B) case allows students to consider whether the Apple Watch is a good idea and an opportunity for Apple, as well as issues that influence marketing decisions the company might consider. The (B) case relies on the diffusion of innovation concept promulgated by the work of Everett Rogers to explore the realities and challenges of introducing new technologies to consumers.

Supplement to case TCG051. This is a follow on case to El Conejo (A). The budget has not been achieved, and the manager must figure out why. There are several relevant variances

Supplement to case UV7348. This case considers the association between a financial crisis and regime change. The setting for this case is 1861, when Virginians debate the question of secession from the United States, and when northwestern Virginians contemplated secession from Virginia. The proximate financial crisis was the panic of 1857.