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Participants in the New England power market are exploring several strategies to meet the region's renewable power goals while also providing its residents with inexpensive and reliable electricity and heating fuel. New England was a first-mover into natural gas power generation in the U.S., yet has a dearth of pipeline capacity and the most expensive gas prices in the nation. The region has excellent wind power resources off its coasts, but a checkered past of permitting and legal delays. The case considers several key questions for the climate transition from an economics lens, including what we should call a clean resource; whether supply or demand-side incentives work better for reducing emissions; which types of generation resources are most effective for reducing emissions; and the societal impacts of these choices on consumers across the income distribution.

Marine transport is the most cost-effective way to move large volumes over long distances, and container shipping is the backbone of international trade in goods. Yet shipping contributed 3% of worldwide greenhouse gas emissions, and the deep-sea segment, which included long distance trade lanes such as Asia to Northern Europe and Asia to North America, warranted special focus because they accounted for 80% of maritime transport's total emissions in 2019. New International Maritime Organization regulations that came into force in January 2023 mandated the annual calculation and grading of each ship of more than 5,000 deadweight tons. Vessels that received a grade of A, B, or C were compliant, while those graded D or E had time limits for getting back into compliance or removal from service. More significantly, the standards for grading required annual improvements in efficiency. This meant that a brand-new vessel built with the latest technology that was initially graded A could over time become graded E and no longer be legally operable if no upgrades were made. This case affords students the opportunity to consider different fuel and operational choices and calculate their impact on greenhouse gas emissions and ship grading. It exposes some of the choices that an operator might choose to make.

This case series focuses on Theranos Inc. (Theranos), a health care technology start-up founded by Elizabeth Holmes in 2003. Theranos focused on developing a revolutionary blood-testing technology that was supposed to be able to detect diseases using only a few drops of blood. Once valued at US$10 billion, the company never demonstrated its alleged technological breakthrough, and Holmes was eventually charged by the Securities and Exchange Commission for fraud and deceit. In 2018, Theranos was forced to shut down its operations, and in January 2022, Holmes was found guilty of three counts of wire fraud and one count of conspiracy to commit wire fraud. The case series explores Theranos's history, as well as the role of overconfidence bias in Theranos's downfall.

This case study follows the journey of William Shum, who left his banking career to pursue his passion for watchmaking by establishing Memorigin, a brand specializing in tourbillon watches. The case explores how Memorigin competes with well-established luxury watch brands by creating unique, culturally inspired designs and collaborating with global franchises such as Marvel and Star Wars. Students will learn about consumer motivation, the importance of culture in marketing, and the role of brand and design partnerships in creating competitive advantages.

The company concerned is Agria Corporation. Several months after a successful IPO, a board member and the key executive in the on-shore operating company in mainland China demanded more money and company shares and threatened resignation if the demands were not met. The board learned of this, and was faced with two important decisions. First, whether or not to agree to the demands, given that this executive may be very difficult to replace. Second, what should be disclosed to the public and when should this disclosure be made. Given the unstable group corporate structure of this on-shore Chinese company, the situation could easily and dramatically affect the share price, and even spread to similarly structured, US listed, mainland Chinese companies.

Sexual Harassment in Virtual Workplaces is a collection of eight vignettes set in India that describe various sexual harassment incidents perpetrated by supervisors, colleagues, and clients at virtual workplaces involving video calls, social media groups, and online chats. The harassment occurred both as one incident and as a series of incidents and consisted of behaviours such as requesting video meetings, comments about appearance, sharing pictures without permission, verbal put-downs, offensive comments, and sexual propositions, all of which led to adverse impacts on their targets.

This case explores the debate over which sustainability philosophy should drive a corporation's strategy: circular economy, green growth, or degrowth. The case uses IKEA and its enormously successful "fast furniture" business model to illustrate several potential strategies for increasing sustainability. The strategies relate to the concepts of enterprise integration of sustainability-companies "being less bad"-and market transformation-companies "doing more good." The case describes IKEA's sustainability efforts to date and areas for expansion, including its: 1) line of circular products; 2) forest stewardship roles; 3) secondary market program; 4) experiments with a furniture rental model; and 5) product servicing efforts. Also explored is IKEA's option to discourage consumerism directly and publicly, in line with a degrowth mentality. Students are asked to consider whether IKEA can decouple its resource use from growth, or alternatively, whether IKEA can remain profitable while selling less.

In 2022, Ola Electric Mobility Private Limited (Ola Electric), a motor vehicle manufacturing company based in Bengaluru, India, was embroiled in a privacy controversy pertaining to the use of customer data. Ola Electric had voluntarily published the telematics data of one of its customers on its Twitter account. This was done in response to allegations by a customer whose son was involved in a serious accident while riding a scooter manufactured by Ola Electric. The company's actions sparked Internet-wide discussions regarding data privacy, with numerous people voicing their distaste for its response. Moving forward, Ola Electric needed to take action to mitigate the effects of the controversy. Meanwhile, governments, companies, and consumers needed to understand their responsibility in relation to data privacy, given that data collection would become more prevalent in future.

This case make the analysis of potential markets for the internationalization of the company Saurios and, especially, to the selection and entry modes to these markets. It is developed from the reflections and analysis of Juan Manuel, owner of Saurios and Jorge, his partner. This entrepreneur has technical know-how in the production of caiman, but little knowledge and experience in international markets. For this reason, he has dedicated himself to researching and learning about international marketing and negotiation, so that, with as much information as possible, he can make the best decision to internationalize his company. For him it is clear that the way forward is to sell his products in international markets, since the Colombian market does not offer him greater opportunities. He is also aware that his company's future depends on its internationalization. Therefore, the company's survival depends on its internationalization. The case tells the story of Juan Manuel and Jorge's search for information and after months of research and analysis, they confirm that they have great opportunities for their products. The case presents the viable alternatives for the entrepreneurs to enter international markets: exporting the leather directly to Spain and the meat to Hong Kong, exporting the leather to Italy through an international agent or broker, and entering into a joint venture with a Japanese company to sell the leather in that country.

In 2022, the National Football League (NFL) created the International Home Marketing Areas program with the goal of stimulating global fandom for American football. As part of the program, the league assigned individual teams exclusive commercial rights to international territories, effectively giving teams the opportunity to create "international home markets." As a result, the Eagles, based in Philadelphia, Pennsylvania were granted access to Ghana, making it the first NFL team to officially enter a market in Africa. But how should the Eagles' marketing team go about creating a fan community in Ghana? How should it market the game of American football? What media or social channels should the team use to reach and connect with Ghanaian audiences? What activation points should it leverage? Should the team prioritize educating Ghanaians on the rules and nuances of American football or focus on building awareness and interest in the Eagles franchise specifically? And how should the Eagles evaluate whether their marketing efforts are succeeding? These were all questions Jen Kavanagh-Senior Vice-President of Marketing and Media for the Philadelphia Eagles-needed to answer before she could formalize the Eagles' marketing strategy in Ghana.

The case describes how Coffee Commune, a China-based social enterprise founded by a German entrepreneur named Eric Baden, had been trying to reach a balance between social impact and sustainable business. This teaching note is designed for a 45-to-60-minute teaching plan, where students could play the main protagonist, Eric Baden, and follow his journey with Coffee Commune since 2016. As a German citizen who had lived in China for more than two decades, Baden was passionate about helping the poor coffee farmers in mountainous Yunnan by improving and promoting their beans in China and abroad. Baden and his team, in this case, could lead the students through the decision-making processes in various challenging scenarios, such as why and how Coffee Commune needed its own unique value chain called "crop-to-cup", how to fit the value propositions into a sustainable business model, whether and how to attract outside investment for Coffee Commune's organic growth, and most essentially, how to maintain positive social impact while delivering viable financial goals to sustain this purpose.

In October 2022, Quigley-Simpson & Heppelwhite CEO Carl Fremont considers how the advertising agency will integrate artificial intelligence tools into the business.

This case describes the decarbonization strategy of Arcos Dorados-McDonald's largest independent franchisee, operating in 20 countries and territories in Latin America and the Caribbean-and how the company measured its greenhouse gas (GHG) emissions, including those generated directly by the company and by all of its suppliers. Set in May 2022, the case also describes the challenges faced by the company to understand the composition of its carbon footprint, as well as the actions it has taken to reduce it. Under CEO Marcelo Rabach, Arcos Dorados was focusing on reducing its carbon intensity. While the company had made progress in reducing carbon emissions from its operations, it now needed to develop a plan to address emissions in its supply chain, which directly impacted the composition of its menu. Options to reduce the carbon impact of menu items included replacing (or mixing) the beef used in sandwiches with less carbon-intensive ingredients; shifting sales toward chicken-based meals; adding plant-based menu options; and increasing the share of sales driven by coffee and ice cream. The plan should align with the company's double-digit growth strategy while also controlling costs to maintain profit margins. Confronting these challenges, what was the best product mix and prioritization for these alternatives? Which products should get more resources to develop and market? How should the company forecast demand for these products? And how could they ensure that their efforts to reduce their carbon intensity would avoid hampering the company's growth, especially given its context of fierce competition and macroeconomic and social disruptions?

Even before the Covid-19 pandemic, the automotive industry was facing the most profound transformation in its history. Two primary factors were propelling a case for radical change: seamless connectivity due to rapid software development and the desperate need for environmentally friendly energy solutions. Covid-19, along with the energy crisis experienced in different parts of the world in 2021, simply accelerated this transformation. To future-proof itself and remain on the frontier of these profound changes, Toyota - one of the world's largest automotive companies - had committed to transforming itself from an automotive company into a mobility company. To do so, it created "Woven by Toyota" to establish a strong lead in industry transformation and innovate new technologies and software development. Daisuke Toyoda, son of Toyota's president, Akio Toyoda, had been named senior vice-president of this subsidiary, and his role included executing the Woven City project, a test course for accelerating Toyota's mobility product development. Daisuke was given the task of developing and implementing the Woven City project strategy and was determined, along with his team, to make this high-stakes living laboratory successful. By the end of 2022, Daisuke knew many important steps had already been taken in the creation of Woven City, yet as the project gained visibility and progressed beyond its conceptualization phase, important challenges had to be addressed and key choices made to bring this radically innovative project to life.

Zipline delivers medical products via unmanned aerial vehicles (UAVs). With its expansion to Ghana in 2019, Zipline became world's largest medical drone-delivery service, reaching over 25 million people. Founded in 2014 by Keller Rinaudo (CEO) and Keenan Wyrobek (CTO) in Half Moon Bay, California, Zipline is different from its Silicon Valley peers and has big ambitions: to serve 700 million people in need of medical supplies by 2024. The case study sheds light on the company, its drone technology and its new approach to the delivery of medical supplies. It also illustrates the difficulties ahead as it expands operations.

This field-based case set uses qualitative and quantitative research during the early stages of app development to unfold circumstances that allow for an analysis of the problems people have around financial health, consumer insights, and the largest market opportunity. The material provides the opportunity to explore data gathered through focus groups, quantitative survey research, and factor analysis for segment inputs. This further enables exploration of experimentation, practice in using and interpreting qualitative data, and discussion of using qualitative data as a stimulus for generating quantitative data. Key takeaways include when and where a focus group approach is appropriate, risks, and other research techniques that might be considered, as well as learning around segmentation, targeting, positioning, and new product development. This A case opens with the founders of Upli, Michael Krause and Christof Meyer, seeking to understand problems around financial health and using focus groups to generate insights into who would use a financial wellness app. The B and C cases follow them as they use qualitative data from the focus groups to design surveys, then use quantitative data from the surveys to create segments, and finally design and finance their app. This case set can be used in a first-year MBA or executive MBA program in a core marketing course, in a second-year elective on consumer behavior or marketing research, or in a strategy course on design thinking. It would also fit in courses on entrepreneurship and new product development. The material works well in a module on understanding consumers and consumer insights with focus groups.

This case explores the development of Projet Jeune Leader, a social entrepreneurship enterprise founded by Maia Ramarosandratana in 2013 to provide comprehensive sexuality education (CSE) to middle school children throughout Madagascar. Ramarosandratana had grown the organization to have fifty-six educators reaching over 29,490 adolescents. As she thought about the next plans for scaling the work, which included partnering with the Ministry of Education to help with technical assistance to institutionalize CSE within the department's existing educational structures, what else needed to be considered? What were some of the lessons learned over the last nine years, and what other building blocks should she be thinking about?

In June 2022, Jay Monahan and his executive team at the PGA Tour were evaluating their current state of operations after some of their star golfers began to leave for the rival LIV Golf League. The PGA Tour was the dominant tour for professional golfers from around the world. But some PGA Tour professionals were critical of player compensation, including digital media rights, appearance fees, and guaranteed pay. However, the LIV Golf League was backed by Saudi Arabian funding, leading to calls of sportswashing. Should the PGA Tour change its business model to secure the players' confidence? Could the PGA Tour innovate to keep up with the guaranteed money and earning potential offered by their new competitor? How should the PGA Tour address its stakeholders?

How to implement blue ocean strategy? What are the organizational and management risks and how can a leader attenuate those risks to build execution into strategy successfully? The case "Blue Ocean Strategy Implementation: Real-life Learning and an Interactive Game" brings the implementation principles of blue ocean leadership to students, entrepreneurs, and executives alike in a comprehensive and effective way. First, it introduces two different real-life examples of successful and failed blue ocean strategy implementation. It sets the ground for learning key frameworks of blue ocean leadership for strategy execution: tipping point leadership and fair process. Aided by the accompanying lecture slides, the foundations of strategy implementation are taught in depth by addressing four types of organizational hurdles in strategy execution - cognitive, resource, motivational, and political - and how tipping point leadership allows organizations to overcome them fast and at low cost, while fair process builds trust, commitment, and voluntary cooperation deep in an organization. Finally, principles and concepts of tipping point leadership and fair process are applied through an interactive game, creating an engaging and lively classroom experience with deep learning. The interactive game is online, with professors receiving free access to it.