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Simbhaoli Sugars Limited has deployed a new system of communication services through Voice Web, a mobile-based Internet technology, in rural areas for better engagement with the farmers who supply sugarcane to the SSL factory. The importance of perceived value of services to the end-users and the need to involve all stakeholders during the innovation set-up process are explained. Critical aspects of the service innovation concept are used to analyse the issues observed during the pilot deployment of Simbhaoli Sugars Limited's new communication services.

This case explores social media marketing as both business to business (B2B) and business to consumer (B2C) strategies. In spite of a challenging real estate environment, Better Homes and Gardens Real Estate (BHGRE) was launched in 2008 by Realogy Corporation, the largest franchisor of real estate brands in the world, to maintain and grow market share with a new type of real estate company centered around lifestyle. BHGRE has grown rapidly and has experienced tremendous success with its B2B social media efforts. Now, several years after the formation of the company, the president and chief executive officer must decide how to leverage what she has learned from the B2B effort to create a B2C social media program. Additional factors include a concurrent Canadian market entry.

In December 2011, the United States National Highway Traffic Safety Administration (NHTSA) and the Environmental Protection Agency issued a joint proposal to dramatically increase fuel economy and reduce greenhouse gas emissions of passenger cars and light trucks sold between 2017 and 2025. The joint proposal was created in response to President Obama's call for both agencies to build on a national program that would "produce a new generation of clean vehicles." By 2025, new cars and light trucks were expected to achieve an unprecedented average fuel economy of nearly 50 miles per gallon (mpg), reducing fuel consumption by 4 billion barrels of oil and cutting greenhouse gas emissions by 2 billion metric tons of carbon dioxide over the lifetimes of the new vehicles. The NHTSA predicted that the national program would generate benefits of $323 billion-primarily in the form of savings in fuel costs for vehicle owners-amounting to four times the cost. This case takes an in-depth look at the NHTSA's regulatory impact analysis for the 2017-2025 fuel economy regulation and examines the proposed social benefits and costs of the program. According to NHTSA's analysis, the private benefits to vehicle owners are several times the cost, while the external benefits are modest and more than offset by the loss in gas tax revenues. The case explores the NHTSA's explanations for the apparent paradox: if there are large net gains for vehicle owners (and for manufacturers who better meet buyers' preferences) from vehicles with higher mpg, why does the market not generate more fuel-efficient vehicles on its own? Could it be standard market failures, perhaps inconsistencies in consumer behavior patterns, or errors in the agency's estimates of costs or benefits? Are the more traditional market failures suggested by the NHTSA (imperfect competition in the auto industry and limited information) valid explanations? Case Number 1973.0

When Indiana State Health Commissioner Dr. Judy Monroe learned of the emergence of H1N1 (commonly referred to as "Swine Flu") in late April 2009, she had to quickly figure out how to coordinate an effective response within her state's highly balkanized public health system, in which more than 90 local health departments wielded considerable autonomy. Over the next several months, she would come to rely heavily on relationships she had worked hard to establish with local health officials upon becoming commissioner -- but she and her senior advisors would also have to scramble to find new ways to communicate and coordinate with their local partners, who represented jurisdictions that varied considerably in terms of size, population demographics, resources, and public health capacity. Case Number 1974.0

Josh Wyatt, Director of Patron Capital Partners, needs to make an exit decision for a successful investment in Generator Hostels. After five years of explosive growth and in the middle of a financial crisis, Wyatt needs to evaluation Patron's alternatives: IPO the platform, seek a strategic investor or sell the platform outright.

Frank Barnaba has rescued people from human trafficking situations for decades and received an award from President Reagan for his work. Now retired, he has started the Barnaba Institute to continue his humanitarian mission. As its president, Frank is involved in providing direct services to victims of sex trafficking, often in dangerous urban environments in the Northeast. The Barnaba Institute not only provides necessities, such as clothing, to victims, but also education and training about the scope and dangers of human trafficking to other organizations and the general public. Contacts with many organizations, such as Covenant House, the largest nonprofit child services agency in the U.S., have provided a forum for Frank's outreach and rescue techniques. Barnaba Institute's executive director, however, is concerned not only with accomplishing the organization's mission, but with finding adequate resources. Having used up the "seed" funding during its first three years, the executive director must now review its choices for continuing into the future.

Aguas Danone de Argentina (ADA) faced an adverse scenario. Argentina was undergoing its worst economic crisis in history, and bottled water sales were dwindling (replaced by utility network running water). The company needed to boost its revenues through new, innovative, more value-added product development. Argentina displayed a significant interest in fitness. By means of several market research studies, ADA managed to identify a segment whose needs were unmet by existing products and brands. New product launches were planned to target that segment. This case describes the dilemmas faced by ADA and the decisions required to formulate and pursue a strategy for new product launching and brand extension in adverse scenarios. More specifically, this case provides an opportunity to discuss how a new product category can be created to address market downturns. This case describes events that took place in 2002. Research interviews were started in 2004, but the case was published in 2009-12, because Danone delayed its disclosure permission for strategic and competitive reasons. On account of its richness and original contents, the authors decided to write the case despite this delay. This case is also available in Portuguese and Spanish

Wendy Lull, President of the non-profit Seacoast Science Center (SSC), was considering a substantial increase in the admission fee for the SSC facility in early 2008. The SSC's mission, "To create connections to nature through personal experience," was carried out through educational programs and exhibits targeting all ages. A number of new exhibits brought the flora and fauna of the seacoast of New Hampshire vividly to life, and illustrated many aspects of humans' interactions with the sea. Lull reviewed the changes since the SSC had become independent in 2001. There had been two major expansions, the most recent being an interactive learning studio that had opened in November 2007. She felt that the fee increase would help to cover a persistent $50,000 deficit in operating income. However, a fee increase might reduce visitation, which was already growing slowly, at best. A more fundamental strategic question might be whether the SSC should seek to grow, and if so, how.

Brooks and Tyler are first cousins who are running Erbe, a line of sustainably produced herb-infused vodkas. Brooks put up all his savings--$250,000--to get started, and just a month later Tyler quit a lucrative private equity job to join the new venture. The time has come to decide how to divide the remaining 90% stake in Erbe (the company's investors hold 10%). Brooks feels he's entitled to the lion's share; Tyler believes he should get half. With commentary from Courtney Reum, the founder of Veev Spirits (on which this case is based), and Jon Olinto, a cofounder of b.good, a chain of high-quality fast-food restaurants.

Brooks and Tyler are first cousins who are running Erbe, a line of sustainably produced herb-infused vodkas. Brooks put up all his savings--$250,000--to get started, and just a month later Tyler quit a lucrative private equity job to join the new venture. The time has come to decide how to divide the remaining 90% stake in Erbe (the company's investors hold 10%). Brooks feels he's entitled to the lion's share; Tyler believes he should get half. With commentary from Courtney Reum, the founder of Veev Spirits (on which this case is based), and Jon Olinto, a cofounder of b.good, a chain of high-quality fast-food restaurants.

Brooks and Tyler are first cousins who are running Erbe, a line of sustainably produced herb-infused vodkas. Brooks put up all his savings--$250,000--to get started, and just a month later Tyler quit a lucrative private equity job to join the new venture. The time has come to decide how to divide the remaining 90% stake in Erbe (the company's investors hold 10%). Brooks feels he's entitled to the lion's share; Tyler believes he should get half. With commentary from Courtney Reum, the founder of Veev Spirits (on which this case is based), and Jon Olinto, a cofounder of b.good, a chain of high-quality fast-food restaurants.

This case discusses the events following the 2006 $33.2 billion buyout of Hospital Corporation of America (HCA) by a consortium of private equity firms, including Bain Capital, KKR, and Merrill Lynch's private equity arm. The case highlights some of the core features of private equity investing. The first objective of the case is to allow students to understand a range of issues associated with the process of exit through an initial public offering. Understanding the economics of leveraged recapitalizations- including leveraged dividend payouts to financial sponsors and the opportunistic 2011 repurchase of Merrill Lynch's $1.5 billion stake-is the second objective of this case. The case protagonist is the management of HCA.

The case follows leading Scandinavian media company Bonnier as it establishes a designated R&D division for the first time. The case, in particular, focuses on its first flagship project, called Mag+, in which it creates a digital platform for publishing digital magazines on the iPad. The case is intended, in part, as an introduction to the challenges media companies face due to the disruptive effects of digitalization, where traditional products and services are challenged by new digital category breakers such as the iPhone, Hulu, or Netflix. To this end, it offers a short tour of the changing print media landscape and reviews major upheavals in its business models. The Bonnier case illustrates how to engage in and manage a radical digital innovation process. In particular, it discusses the challenges associated with responding to the disruptive effects of digitalizing printed magazines. It illustrates concrete challenges that the Bonnier R&D manager Sara Öhrvall needs to tackle as she starts as the first R&D manager at Bonnier.

Shelby Givens, a recent business school graduate, returned home to Raleigh, North Carolina to help rescue her family's ailing and outdated bowling alley, Westlake Lanes. Although she cut costs and addressed inefficiencies, moving the business from near-bankruptcy to profitability in nine months, market conditions threatened the long-term viability of the business. Givens then sold her family on a new, more youth-oriented concept, an urban lounge called Sugar Bowl that could generate sizable revenues from the food and beverage businesses already embedded in Westlake Lanes. The case follows Givens as she builds Sugar Bowl into a turnaround story through shrewd decision-making in finance, operations, and marketing while contending constantly with challenging surprises and disappointments. The case also captures Givens's reflections on how the entrepreneurial drive that has motivated her. Sugar Bowl may be taught alone or after "Westlake Lanes" (4431), which follows Givens through the initial turnaround process.

This Note summarizes the potential of the Jobs Act of 2012 to change the way in which emerging growth companies, or EMGs, access capital markets. Described as among the most significant change to US securities laws in over 20 years, the Jobs Act may reduce the burdens associated with going public while at the same time making it easier for EMGs to remain private. In addition to the so-called "IPO On-Ramp" and "crowdfunding," the Note briefly discusses the changes to general solicitation and general advertising rules, the private holder cap and mini-public offerings.

BBC Pvt. Ltd. (BBC), a chemical manufacturing company, was in urgent need of funds in order to secure an important contract. BBC was able to manufacture a product that involved low investment in the form of fixed assets. Although the product was of an inferior quality due to its cost-effective production, the company was able to pass on that cost advantage to its end customers, enabling BBC to maintain its position in the market. In addition, the company sold the product primarily on credit and was therefore a preferable option for buyers. BBC followed a traditional approach to working capital management. Its assets were much greater than its liabilities. The company repaid its creditors promptly before the credit period. However, in terms of credit management, the company followed a casual approach. It extended credit sales for large periods and its large inventory in the form of raw material and finished goods resulted in excessive blockage of working capital. In this case, BBC had the opportunity to pursue a promising contract that would require significant investment immediately. The company's managing director needed to make a decision about how to obtain and manage adequate funds for the upgrade that BBC needed in order to secure its contract.

This case looks closely at the management of a branch of the YMCA in Boston during periods of growth and contraction and at the development of Wendy Zinn's career, all in the context of the YMCA's organizational culture. The roles of strategy, decision-making, leadership and organizational culture are described as critical both to the organization's development and to the career development the organization affords. Social capital and networking skills are also critical success factors in the YMCA's growth.

The focus of the case is on understanding firms' campaign contributions and lobbying strategies - and their limits. The case centers on controversy facing Target Corporation in 2010. In the wake of the Citizens United decision, Target was one of the first companies to take advantage of their newly acquired freedom to use corporate treasury money (rather than money in a corporate-linked PAC) to make a contribution to an independent expenditure committee (aka "Super PAC"). The company decided to make a donation to Minnesota Forward, a political action committee that had the primary goal of supporting job creation within the state. Pro-gay rights activists discovered that Minnesota Forward primarily backed Republican gubernatorial candidate Tom Emmer, who had previously supported traditional marriage. After this, Target, despite its liberal and socially responsible positioning, was subject to harsh criticism and activist protests as its donation was viewed as a contradiction to its social policies. The events put CEO Gregg Steinhafel in a position to revisit the company's policies towards political activities. Should there be constraints on what the firm would do on the political front? If so, what should those be?