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This case introduces some real-world complexities into a transfer pricing decision. Market price works when there is an unambiguous market price, but in this instance, it is not clear that the two jobs are the same, which means that the prices might legitimately differ. The case also includes some important behavioral issues.

The CEO of Newmont Mining Corporation (Newmont) had learned that a subcontractor's truck en route to Lima from Yanacocha, a gold mine operated by Newmont, spilled mercury along the highway and in small villages. Local residents had picked up some mercury with their bare hands and taken it to their homes. The CEO was trying to determine the best way to handle the situation. This A case describes the mine developer's history, the operations at Newmont's most profitable gold mine, the significance of foreign investment to Peru's economy, the environmental impact of gold mining and the local and anti-mining movements' responses to mine operations. In the B case, Newmont Mining Corp. and a Mercury Spill in Peru (B) 9B13M003, the new CEO is trying to decide what else Newmont is morally required to implement before continuing to operate Yanacocha, and Newmont's other mines, successfully.

In early 2013, the ongoing controversy involving cyclist Lance Armstrong's use of performance-enhancing drugs was taking its toll on the nonprofit LIVESTRONG Foundation, which Armstrong himself had founded years before after being diagnosed with cancer. Armstrong had already been stripped of his titles, including six Tour de France medals, and was about to appear on a television interview where he presumably would admit to doping. LIVESTRONG CEO Doug Ulman and his leadership team had to figure out how to meet the various challenges that now confronted the organization: a continued drain on the organization's time and energy, bad publicity, media scrutiny, and the erosion of financial support. The organization had helped hundreds of thousands of cancer survivors over the years and Ulman and the others wanted to make sure that LIVESTRONG remained strong and viable.

In 2008 San Francisco International Airport (known by its three-letter airport code, SFO) had announced a $383 million plan to renovate and reopen Terminal 2. Assistant deputy director of aviation security Kim Dickie and her team had selected Quantum Secure's SAFE software suite as the new Terminal 2 credentialing system, but she needed to develop a business case quickly that would convince senior management to give the green light to fund the purchase. The case describes a scenario that occurs frequently in the real world, in which a decision offers some real but qualitative value in ways that are difficult or impossible to quantify. The discussion and analysis gives students the opportunity to consider the factors that will drive the internal rate of return (IRR), net present value (NPV), and discounted payback period calculations without constructing comprehensive spreadsheet models. Analyzing the case suggests the limits of such approaches in cases where perceived value is difficult to quantify. The case prepares students to evaluate and justify purchasing requests when interacting with financial gatekeepers such as CFOs and CEOs by introducing a framework to analyze the quantifiable benefits of a capital expenditure while keeping in mind important intangible benefits.

The three part case discusses managing the dilemma of compliance versus entrepreneurial decisions ("intrapreneurship") in a large corporation and decision-making processes in mature markets (here: US HQ) vs. emerging markets (here: Russia). The case concerns a medical devices company and the life sciences industry; however, market mechanisms are applicable to other industries as well. In Case A, two experienced Russian managers face a tempting business opportunity: founding a professional education center for healthcare personnel in one of the most prosperous regions of Central Asia seems to offer win-win situations for all stakeholders involved. Case B aims at strengthening the student's capabilities for thinking about alternatives and developing the tenacity to pursue entrepreneurial ideas. The case closes in the third section by asking "Was it worth it?"

C12 aimed to build not only a company, but an entire industry around carbon capture and sequestration (CCS). "You change the world by building a market, and you build a market by building a profitable company that other people copy," said Dawe, C12 Energy's CEO. "In the energy business, you build a company one project at a time. Moving forward with this first project is where we hope to begin to change the world."

Internationally recognized Brazilian Nizan Guanaes, co-founder of Grupo ABC, a rapidly growing global advertising firm ranked 18th in 2011, had aspirations to be in the top 10 by 2015. Grupo ABC thrived by identifying national (Brazilian) challenges and incorporating them in creative messages. Guanaes steered the group toward thinking big while acting locally, tackling societal challenges and building partnerships, as he entered the world stage; serving as an informal ambassador for Brazil; playing important roles in international forums as the Clinton Global Initiative, UNESCO, and the Cannes Lions Advertising Festival. Guanaes needed to determine the best growth strategy, how to seize opportunities, and/or how to adapt to meet his ambitious goal.

The finance director of a football association is considering adding a fourth team to the organization. Parents and players in the community want the football association to field a football team in the varsity division for players aged 17 and 18. The finance director needs to identify the amount of financing that would be required to operate a varsity team. She must project a cash budget for the upcoming operating period and also evaluate other scenarios that could help reduce the needed amount of financing.

This case is used in Darden's EMBA and Global EMBA programs. It works well in any course covering short- and long-term strategic issues for a privately held firm experiencing strong growth. In 2011, sales at Chick-fil-A (CFA)surpassed $4 billion; however due to ownership's aversion to debt, the pace of expansion was significantly slower than the fast-food-segment average. Also, the biggest differences between CFA and other fast-food chains were its private, family-controlled ownership structure and its management philosophy. This case explores the relationship between an enterprise's philosophy and its long-term viability.

In 2013, a new financial services authority, the Otoritas Jasa Keuangan (OJK), took over responsibility for regulating capital markets and non-bank financial institutions in Indonesia. OJK was scheduled to take over bank regulation and supervision from the central bank, Bank Indonesia, in 2014. At a time when there was no global consensus on the optimality of separating monetary policy from bank supervision, the creation of the OJK raised many questions. Would the OJK better prepare Indonesia to deal with financial crises? Could an organization whose leaders came from Indonesia's existing economic bureaucracies remain independent of those organizations and from political pressures? Was the creation of the OJK the correct response to public dissatisfaction with Bank Indonesia's handling of the Asian financial crisis and subsequent corruption scandals?

Singapore Metals Limited (SML) has declining sales but has developed a new product (curled metal pile driver pads) that, in field tests, delivers customer benefits that are many times SML's manufacturing costs. Jonathan Lee and Alex Tan of SML's Engineered Products Division are responsible for formulating a strategy for the new product. A key issue is the price to charge for the pads. The case raises issues of analyzing market potential, aligning price with business strategy, and determining the implications of price on the development and execution of integrated strategic options.

In February 2013, the G-20 finance ministers met in Moscow, Russia to discuss the rising anxieties over a potential international currency war. It was speculated that certain countries were purposely devaluing their currencies in order to improve their competitiveness in global markets. Emerging markets contended that the expansionary monetary policies of the major central banks, such as the US Federal Reserve, European Central Bank, and the Bank of England, were causing significant and detrimental spillover effects, such as currency appreciation, declining exports, and rising inflation, in less developed economies. Conversely, the major central banks insisted that such policies were necessary for reviving economic growth both domestically and internationally. Would these policies successfully create a resurgence of growth? Can expansionary monetary policies be considered "beggar-thy-neighbor" actions by emerging markets? How should developing nations respond?

An Indian company was planning to set up a Global Design Competence Centre (GDCC) in India. The company offered scented candles and holiday and gift products primarily for the U.S. market. Through its two American subsidiaries, it made and sold its products to large American mass-merchandisers and independent retailers. In-house design capabilities also existed in the form of six teams across India and the United States. Through the GDCC, the company intended to use Indian designers in collaboration with U.S. designers to create products for the U.S. market. The case draws students into exploring possible strategies to set up the GDCC.

An entrepreneurial entertainment business is considering its possible entry into a new foreign market. The case does not, however, focus on the sales potential and financial considerations of entering Brazil. The company assesses these considerations by using fairly straightforward guidelines - its intuitive indications of interest based on DVD sales and attendance at performances elsewhere in the world and the availability of enough large venues to seat a certain total combined audience size. In assessing whether to enter Brazil, the case considers the management demands likely to be encountered in that new context and the management capabilities of the organization and the staff members to effectively deal with these demands. This analysis requires the company to consider many of the same issues that are typically discussed in international management courses: the nature of Brazil's national environment and whether Brazil's social infrastructure includes such elements as a dependable legal system, a pool of experienced local managers and a societal culture that will support dependable and trusting relationships with venue managers and local work crews.

In the fall of 2012, Dr. Andres Alonso had much to celebrate about in his five-year tenure as CEO of Baltimore City Public Schools, including the approval and implementation of an innovative teachers' contract with a jointly-governed four-tier career pathway that tied teacher pay and promotion to performance and peer review. Nonetheless, Alonso was concerned about the future of the contract and the reforms it introduced. It took two votes before the teachers ratified the contract in November 2010. Since then, implementation had been laborious, complicated, and uncertain. many questions would have to be answered in the coming months. Was the district making the transition to a contract that rewarded "engagement" in a career pathway rather than passive reliance on steps and lanes? Were the processes for earning Achievement Units and progressing through the pathways rigorous enough so that the contract wouldn't default to the past practice where everyone moves up and earns more money? Were the joint governance structures established to direct and manage the career pathways, pay system, and peer-review process working effectively? How did the new system support the district's underlying theory of change?

In late 2012, recent Harvard Business School graduate Hannah Lopez is given the opportunity to lead entry into a new market for Plámo, a company that created startup companies in Europe and emerging markets based upon existing successful business models. She had only been with the company a few months, and while excited by the opportunity, she was beginning to have some doubts about the company. In the brief time she had been with the company, she had had a few experiences that made her question the company's approach to management and the sustainability of its business. Accepting the assignment could give her a unique entrepreneurial opportunity, but she wondered what level of support she could expect to receive and, if the startup did fail, what impact would that have on her career and reputation? Lopez was also starting to worry about the ethical implications of Plámo's style of entrepreneurship. She worried that by agreeing to serve as a manager of the new operations, she would be tacitly supporting elements of Plámo's strategy and practices that she was concerned about. Was she comfortable taking other companies' ideas and simply copying them? Was this true entrepreneurship?

This case describes the compensation and performance evaluations at an investment management company. The senior management team of Massachusetts Financial Services (MFS) Investment Management was contemplating an introduction of hedge funds at the firm, but many believed that typical hedge fund manager pay (20% of the upside) would harm the MFS culture, which glorified "star performance but not star egos." The case presents the MFS compensation philosophy and plan (including the plan's emphasis on subjective compensation), the types of people it attracted, the resulting culture, and how the senior management team approached the hedge funds question. It includes side discussion on firm-specific human capital. This is an abridged version of an earlier case.

Omar Ishrak, Medtronic's first non-American CEO, aims to reinvigorate the medical device maker's growth by focusing on emerging markets, therapy innovation, and creative business models. In 2012, budget constraints in mature economies, the lack of new medical therapies coming to market, and the decline in growth of Medtronic's core businesses has reduced the company's once dynamic growth close to zero. As the newly appointed CEO, Ishrak faces the formidable challenge of restoring the company's growth. In his first 18 months as CEO, he has laid the groundwork for future growth by ramping up R&D investment in breakthrough therapy innovations. To bolster Medtronic's near-term prospects, he has supported creative product and business model innovations aimed at overcoming adoption barriers in emerging economies. Ishrak restructured his executive team and their responsibilities: the heads of Medtronic's global operating regions and major countries, who previously reported to the head of international, now report directly to the CEO, putting seven non-Americans on the excecutive committee. In another important milestone, Medtronic acquired a Chinese orthopedics company, which became its first fully integrated business unit outside the U.S. Ishrak is trying to decide whether these steps are sufficient to transform Medtronic from a multinational into a truly global company and restore its growth.