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This supplement to CareMore Health System (A) discusses the company's early experience introducing its managed Medicaid model in the Des Moines, Iowa market. It also provides an update on the Memphis program discussed in the (A) case.

Supplement to case TB0499. Two Australian entrepreneurs, Anna Amphlett and Andrew Ferris decided to start a new venture to produce, market and distribute high quality premium wine in Tasmania, an island off the southern coast of Australia. Amphlett and Ferris developed a business plan for a winery business based on a new brand to be called Kangaroo Tail. Amphlett and Ferris were retired executives each with more than twenty years of experience at Constellation Brands Inc. and Treasury Wine Estates. After a year of experimentation, Amphlett and Ferris finally settled upon a blend that yielded wines with the right aroma, taste, and color. They negotiated a loan requiring them to provide the bank with a business plan and projected financial statements. They are unsure whether the wine operation will be a profitable use of their capital.

Supplement to case TB0499. Two Australian entrepreneurs, Anna Amphlett and Andrew Ferris decided to start a new venture to produce, market and distribute high quality premium wine in Tasmania, an island off the southern coast of Australia. Amphlett and Ferris developed a business plan for a winery business based on a new brand to be called Kangaroo Tail. Amphlett and Ferris were retired executives each with more than twenty years of experience at Constellation Brands Inc. and Treasury Wine Estates. After a year of experimentation, Amphlett and Ferris finally settled upon a blend that yielded wines with the right aroma, taste, and color. They negotiated a loan requiring them to provide the bank with a business plan and projected financial statements. They are unsure whether the wine operation will be a profitable use of their capital.

Supplement to case TB0499. Two Australian entrepreneurs, Anna Amphlett and Andrew Ferris decided to start a new venture to produce, market and distribute high quality premium wine in Tasmania, an island off the southern coast of Australia. Amphlett and Ferris developed a business plan for a winery business based on a new brand to be called Kangaroo Tail. Amphlett and Ferris were retired executives each with more than twenty years of experience at Constellation Brands Inc. and Treasury Wine Estates. After a year of experimentation, Amphlett and Ferris finally settled upon a blend that yielded wines with the right aroma, taste, and color. They negotiated a loan requiring them to provide the bank with a business plan and projected financial statements. They are unsure whether the wine operation will be a profitable use of their capital.

Supplement to case W17471.

Supplement for product 9B17N014.

Instructor spreadsheet for product 8B17N013.

Teaching note for products 9B17N014/15.

Supplement to case 216021.

The Swiss company TAG Heuer, maker of luxury watches, is part of the LVMH group (Moet Hennessy Louis Vuitton). In 2015, CEO Jean-Claude Biver is deciding whether to launch its first-ever fully connected Swiss watch, manufactured in partnership with Google and Intel. Entering this new market presents an unprecedented challenge: making a watch based on a technology (microprocessors) that the Swiss have not mastered. Is TAG Heuer ready to compete in the digital space - and potentially without the traditional 'Swiss Made' label? Case B takes up the story following the successful launch of the TAG Heuer connected watch. Sales are beyond all expectations for the luxury Swiss watchmaker and its partners Intel and Google. There are a few surprises too - the consumers are older than they expected and the watches sell out far quicker than anticipated - hence the company runs into some supply chain issues. Please visit the https://cases.insead.edu/tag-heuer dedicated case website to access supplementary material.

Supplement for product 9B17C027.

Supplement for product 9B17C024.

Supplement to case W17429.

Supplement for product 9B17A037. The KITKAT team had experienced great success over the past few years by building a powerful and resonating brand and enhancing their production capabilities to enable them to adapt to changing demands from their channel partners. However, the harsh realities of a changing market demographic, and increasingly powerful convenience store chains, created a clear sense of urgency for creative solutions to continue their growth. The KITKAT team leaders felt that the ideas that had been generated in the closing months of 2007 held enormous potential to create growth through a previously overlooked retail channel. As they sat down to review the strategies, they wondered: Had they overlooked any important details that could affect their 2008 year?

Supplement for product 9B17A037. In the spring of 2009, the KITKAT team was fresh from a successful marketing campaign targeting students. After reviewing recent figures however, they realized that they had a critical decision to make regarding the fate of the overall KITKAT brand portfolio: was KITKAT too sweet for some of their older customers? How could they address this issue of taste without undermining the overall brand that they had worked so hard to create through their recent postal service campaign?

Supplement for product 9B17A037. It was 2017 and the KITKAT brand in Japan was at a critical juncture. The KITKAT marketing leaders sat down for a special meeting to review how Nestlé Japan had been able to create meaning and value for their brand. However, as they began to discuss their options for future growth, they faced difficult decisions: Should they look to export the flavor variations that had become such big hits in Japan to overseas markets such as China, the European Union, or the United States? Travelers from these countries regularly bought a wide range of KITKAT flavor varieties during their trips to Japan to bring home. Or should they focus on expanding the e-commerce sales of premium KITKAT flavors?

Supplement to case W17424. The KITKAT team had experienced great success over the past few years by building a powerful and resonating brand and enhancing their production capabilities to enable them to adapt to changing demands from their channel partners. However, the harsh realities of a changing market demographic, and increasingly powerful convenience store chains, created a clear sense of urgency for creative solutions to continue their growth. The KITKAT team leaders felt that the ideas that had been generated in the closing months of 2007 held enormous potential to create growth through a previously overlooked retail channel. As they sat down to review the strategies, they wondered: Had they overlooked any important details that could affect their 2008 year?

Supplement to case W17424. In the spring of 2009, the KITKAT team was fresh from a successful marketing campaign targeting students. After reviewing recent figures however, they realized that they had a critical decision to make regarding the fate of the overall KITKAT brand portfolio: was KITKAT too sweet for some of their older customers? How could they address this issue of taste without undermining the overall brand that they had worked so hard to create through their recent postal service campaign?

Supplement to case W17439.

Supplement to case 918401.