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The owner of a popular batting cage reveals financial details about her company's long-lived assets for the purpose of completing the necessary fiscal-year accounting transactions.

A young entrepreneur is preparing the marketing portion of a business plan to launch a board games café, and he needs to complete the plan within a week so that he can review it with his business partner. The marketing plan must include a recommendation for a target market and detail plans for promotion, pricing and product offering. The partners have budgeted $6,000 for promotion to gain exposure and bring customers into the café.

Brown Robin Capital details the experiences of Stanford GSB graduates Ryan Robinson and Lucas Braun in pursuing a search fund acquisition. The case explains the search fund model and provides historical asset class performance statistics. Then, the protagonists detail the decision to engage in a search fund, raising the initial search capital, performing due diligence on a series of prospective acquisition targets, abandoning several potential deals, and ultimately buying and running a data services business called OnRamp. The case weighs the personal and professional factors inherent in operating a search fund.

Senior management at P&G has put a strong emphasis on using data to make "better, smarter, real-time business decisions." The Global Business Services (GBS) organization has developed tools, systems and processes to provide managers throughout P&G with direct access to up-to-date data and advanced analytics. In addition, GBS has embedded analysts within the business units to work alongside leaders and managers in driving real-time information-based decision making. Equipped with the tools provided by GBS, Alan Torres, vice-president of North America Fabric Care, must finalize the forecast for P&G's laundry detergent sales. Results for the two months since introducing concentrated powder laundry detergent in select retailers saw a surprising jump in sales of over 10%, but would the trend continue as the concentrated detergents were introduced across North America?

Google's Project Oxygen started with a fundamental question raised by executives in the early 2000s: do managers matter? The topic generated a multi-year research project that ultimately led to a comprehensive program, built around eight key management attributes, designed to help Google employees become better managers. By November 2012, the program had been in place for several years, and the company could point to statistically significant improvements in managerial effectiveness and performance. Now executives were wondering: how could Google build on the success of this project, extending it to senior leaders, teams, and other constituencies while striving to create truly amazing managers?

In 2011, Gilberto Dimenstein, a well-known Brazilian journalist, created a new model that connected disparate resources to revitalize Sao Paulo. He wanted his model to expand across Brazil and the world. Dimenstein covered many of the social issues facing Brazil as a journalist and became determined to create solutions. Dimenstein started two social ventures, ANDI and Escola Aprendiz, before creating and developing Catraca Livre (meaning "open turnstile" in Portuguese) while he was an Advanced Leadership fellow at Harvard. Dimenstein pursued his idea of "learning neighborhoods", which meant a localized, low cost and effective way to leverage the existing available resources as educational opportunities. The resources were underutilized because of a lack of awareness. He believed that education should not be limited to the classroom and instead should be expanded to the entire city. Catraca Livre enabled Sao Paulo's residents to utilize untapped resources by aggregating all of the available resources and disseminating the information through multiple avenues including a website, subways, restaurants, workplaces, and more. This case shows how Dimenstein spearheads his solution to improve his city and offers a model for revitalizing cities around the world.

In early 2013, Norway was by many accounts the world's most developed country; it topped various indices for everything from democracy to happiness, had a comprehensive welfare state, and massive oil revenues endowed it with a substantial, and growing, Sovereign Wealth Fund. The governing coalition, anchored in the historically near-hegemonic Labour Party, had embraced peacemaking activities abroad and increasingly freer immigration policies at home, pursuing an aim of "liberal multiculturalism" that had invited both accolades and increasingly hostile criticism. More recent years had seen a change of government and falling oil prices, but Norway continued to top world development indexes. Now, in 2017, however, citizens of the country questioned both the government's decision to turn a blind eye to ethical considerations in its pursuit of exports, and to environmental concerns in drilling for ever more oil and gas in fragile arctic ecosystems. Was there such thing as enough?

This case reviews the two-generation history of the Brazilian media company, RBS, and examines how the second generation family CEO manages through a crisis facing the company.

The systematic analysis of an annual report of a large Canadian public company provides a framework and a set of skills and concepts to determine whether it is worth investing in the company. The detailed examination of the annual report includes an analysis of profitability - including return on capital employed, return on equity, return on sales, gross profit margin and asset turnover - and liquidity measures.

This public-sourced case was named the best finance case of 2013 in the 24th annual awards and competition sponsored by The Case Centre. It was designed for and works well in the latter portion of a GEMBA Financial Management and Policies course and in the early stage of a second-year MBA elective Financial Institutions and Markets course. The case is set in mid-2012 as the new co-CEOs of Deutsche Bank are about to speak in an analyst call. Students are the decision makers and have the opportunity to evaluate the various factors affecting a bank's situation in a changing global industry, such as leverage and credit quality, as well as to discuss the implications on Deutsche Bank and the banking sector more broadly of Basel III, the global regulatory reform. The students also have the opportunity to conduct a valuation of the bank. Investors were anxious to know whether the new co-CEOs would discuss the strategy of how Deutsche Bank planned to meet the new regulatory requirements, what effect Basel III would have on the company's profitability, and what lines of business it would focus on going forward in a new banking environment. They also wanted to know more about the benefits of the 2010 majority stake investment in Postbank, a German commercial bank. In class, this discussion also allows for a broader examination of the universal bank model and the role of banks within society.

The founder and CEO of a management company needs to address the future of its joint venture in Iran with a U.S. developer of enterprise resource planning (ERP) systems. The joint venture partners need to decide whether to pursue a potential client's request for a custom version of the ERP system that the joint venture sells. The two partners disagree regarding the strategic direction forward, but must make a decision.

This case provides an overview of the nonprofit organization PATH and its Safe Water Project-a five-year effort launched in late 2006 with $17 million in funding from the global development unit of the Bill and Melinda Gates Foundation. The purpose of the grant was to evaluate to what extent market-based approaches could help accelerate the widespread adoption and sustained use of household water treatment and safe storage products by low-income populations. Through a portfolio of field-based pilots, PATH intended to experiment with different sales and distribution strategies to improve consumer access to safe water solutions, such as water filters and chlorine-based water purification tablets. It also planned to test different pricing and consumer financing models to address the affordability of these products. However, extensive market research revealed another problem-few products in the space were both effective and designed specifically to meet the unique needs and preferences of these consumers. Accordingly, PATH applied for and was awarded $7 million in additional grant funding from the Gates Foundation to design a water filter product that would meet high standards of efficacy, be desirable-or aspirational-to low income consumers, and work effectively within the rural conditions where the majority of the poor resided. The PATH team would accomplish this through a process that the organization called user-centered design.

This case provides an overview of the nonprofit organization PATH and its Safe Water Project-a five-year effort launched in late 2006 with $17 million in funding from the global development unit of the Bill and Melinda Gates Foundation. The purpose of the grant was to evaluate to what extent market-based approaches could help accelerate the widespread adoption and sustained use of household water treatment and safe storage products by low-income populations. One of the team's primary objectives was to investigate sales and distribution challenges in this space. By conducting a portfolio of field-based pilots, the team hoped to test different models for improving customer access to these safe water products in an effort to identify scalable, sustainable, and replicable solutions. Although specific results varied across the pilots, which spanned India, Vietnam, Cambodia, and Kenya, they collectively gave rise to series of important sales and distribution insights.

This case provides an overview of the nonprofit organization PATH and its Safe Water Project-a five-year effort launched in late 2006 with $17 million in funding from the global development unit of the Bill and Melinda Gates Foundation. The purpose of the grant was to evaluate to what extent market-based approaches could help accelerate the widespread adoption and sustained use of household water treatment and safe storage products by low-income populations. One of the key objectives of this effort was to explore how the private sector could help make HWTS products more affordable. By conducting a portfolio of field-based pilots in collaboration with commercial partners, the PATH team sought to better understand the effect of different pricing, consumer financing, and subsidy models on demand within low-income population in developing countries. Over several years, the Safe Water Project team experimented with different affordability models, including microfinance loans for water filters and a layaway program. Although specific results varied across the pilots, which spanned India, Cambodia, and Kenya, they collectively gave rise to series of important insights about the affordability of HWTS products.

Riding the popularity of a great first product is easy; finding the next one is hard. Written by Elie Ofek and Jill Avery, this fictional HBR Case Study features expert commentary by Gauri Nanda and Ravi Sawhney.

Riding the popularity of a great first product is easy; finding the next one is hard. Written by Elie Ofek and Jill Avery, this fictional HBR Case Study features expert commentary by Gauri Nanda and Ravi Sawhney.

Riding the popularity of a great first product is easy; finding the next one is hard. Written by Elie Ofek and Jill Avery, this fictional HBR Case Study features expert commentary by Gauri Nanda and Ravi Sawhney.

Professional boxing was once a mainstream sport, whose stars were widely known to the general public. Major fights were broadcast on network television. By the 2000s, the landscape had changed dramatically. Boxing had become a niche sport in the United States, few boxers were known beyond the hard-core fan base, top fights were only available on premium cable or pay-per-view (PPV), and other combat sports were on the rise. This case describes the world of professional boxing, including the roles of fighters, managers, promoters, and television. It focuses on a decision facing HBO, one of the important economic drivers of the sport. In September 2012, Julio Cesar Chavez Jr. lost a title fight to Sergio Martinez despite a thrilling final round. The fight was seen on HBO PPV. Most observers thought that a rematch would be held, and that it would attract a substantial PPV audience. However, Martinez planned a fight in his native Argentina prior to a potential rematch. Chavez would likely also have an interim fight. HBO considered the possibility of having the interim Chavez match on their cable channel rather than on PPV. This would make the fight available to more viewers, hopefully increasing the audience for the PPV rematch with Martinez, and would guarantee Chavez a sizable payment from television rights. However, if the fight were on PPV, Chavez would have the opportunity to earn more money based on PPV sales (and also take the risk of a lower payday if PPV sales did not meet expectations). If HBO believes that it is in the long term interest of the sport, the fighters, and HBO to have the fight on cable rather than PPV, how can they convince Chavez's promoter, and how can they help the promoter convince Chavez to accept a lower potential payday in exchange for an increased audience and the opportunity to build PPV sales for the planned rematch with Martinez?

This case chronicles the events surrounding the six-week grounding of Tiger Airways Australia between June and August 2011. During this time, Tiger Airways Australia's revenue falls by 44% with the Tiger Airways Group share price falling 20%. Australian air safety regulators and key investors rapidly lose confidence in the company. This crisis necessitates drastic changes in the board of directors and executive leadership. On November 1, 2011, Chin Yau Seng is appointed the new CEO of the Tiger Airways Group. How can Chin guide the company as it emerges from the crisis, restore confidence and return the company back to normal operations?