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Supplement for product 8B17M120. Blank rolesheets for handouts.

Supplement to case W17212.

The first part (A) of the case study refers to Asia Genomics Holdings, founded by Dr. Wong Mun Yew in 2014. Asia Genomics considered itself a pioneer in genetic testing in Asia with the aim of providing safe, accurate and timely genetic testing for people with regard to commonly occurring cancer, and foetal health conditions. The technology it used was brought over from the US. The tests were simple to administer, client samples were securely handled, and generated reports that would include recommendations for clients and their doctors on next steps after diagnosis. Part B of the case is about Imagene Labs, which was created in 2016 as a new sister entity under Asia Genomics Holdings to provide genetic testing for wellness in fitness, nutrition and skin. It operated independently from the Asia Genomics business that carried out genetic testing for cancer. The recommendations for clients would come with customised nutritional supplements or facial serums to target their specific genetic conditions. Clients who had tried the product were generally pleased with the depth of the report findings and the results of the customised products. Imagene Labs had been seeing relatively quick uptake of their products and interest in the consumer market. Although Asia Genomics and Imagene Labs had clear value propositions to offer their target markets, marketing was still the biggest challenge. Beyond that, both businesses had to plan a strategy for the development of their respective future business models. This case targets participants who are interested in understanding the organisational capabilities for implementing a business model in the healthcare industry. Participants can use the business model canvas to understand the integral components of a business model, and to innovate an existing business model.

This epilogue accompanies Case Number 2058.0, "Implementation of a New Country-Wide Social Safety-Net Program: The Jamaica PATH Program." In 2002 the Jamaican government redesigned its social safety net programs for children and the elderly. Their goal was to simplify and better target support to those individuals most in need. This case examines the new design for the PATH program, a conditional cash transfer program that rewarded mothers for getting the recommended well-child healthcare for their children and for sending their children to school regularly. The program design is complex and requires the coordination of individuals in a number of national and local institutions. In order to analyze the roll-out and implementation of the PATH Program, students need to map the program, identify points at which implementation is likely to meet challenges and design a strategy for assessing program implementation at those key points. To do this, students need to consider not only the questions they want to answer, but also the most effective strategy for gathering that information. They need to think about data sources (observation, personal interviews, focus groups, surveys, analysis of administrative data), sampling, and research design. Case number 2058.1

James Reid, the newly appointed GM of Troubled Spain, has been given a mandate by the CEO of Troubled Inc. to turn the subsidiary around within six months. Troubled Spain has experienced several years of poor performance that cannot be explained by either sluggish demand or lagging technology. The case provides information about interviews that James had with several employees, describing the role of the employee and giving insights into the issues that they see the company facing. These interviews are complemented by three charts prepared by consultants that James hired to conduct an internal audit of collaboration, communication and informal leadership in the organization. James needs to transform the organization within six months; however, this implies changing relationships that have been developed over decades and clarifying roles and boundaries that have been blurred over many years. The case challenges students to take James' position and identify the issues of Troubled Spain to develop an action plan in order to address the challenges facing the company. James needs to address: 1) issues concerning Troubled Spain's formal structure, 2) issues regarding its informal structure, including leadership issues, and 3) issues stemming from the combination of both formal and informal features. Case B provides information about what happened next and may be distributed at the end of the session.

This case is a supplement to Imprimis (Case A). It describes the company's decision to enter into the pharmaceutical compounding business in 2013-14. Imprimis purchased a compounded ophthalmological medication called Dropless Therapy, which was injected into patients' eyes post-cataract surgery, with the aim of replacing a complex regimen of prescription eye drops. After a successful launch of the compounded medication, Imprimis ran into complications when Medicare changed its policy regarding payment for the drug. Under the new policy, not only would Medicare not cover the medication, but patients could no longer pay for it out of pocket. Instead, the cost had to be absorbed by the physician or surgery center. Imprimis now had to figure out a way to deal with the effects of this policy, whether that be by lobbying for a policy change, creating a compounded eye drop treatment of their own, or moving out of the cataract treatment business entirely.

This case is a supplement to Imprimis (Case A) and Imprimis (Case B). Set in 2015, it first describes Imprimis's decision to introduce its own line of compounded eye drop medication called LessDrops. The case then examines the moral dilemma faced by CEO Mark Baum, who was struck by the problem of high drug prices in the United States. Recent, drastic price hikes on pharmaceutical drugs, such as those initiated by Turing Pharmaceuticals under CEO Martin Shkreli, had recently brought media attention to this issue. Baum believed it would be relatively easy for Imprimis to create compounded versions of many of the affected drugs, which could increase competition in the pharmaceutical industry and lessen the strain both on patients and the healthcare system as a whole. However, doing so would require the company to raise capital, strengthen its sales force, and increase its manufacturing capabilities. The decision was further complicated by the relatively low barrier to entry, and by the ubiquitous nature of the drug pricing problem. Baum had to decide whether Imprimis should stick with its already-successful ophthalmology business, or begin the endeavor of combatting high drug prices, going up against powerful competitors in the drug industry.

This case is a supplement to Imprimis (Case A), Imprimis (Case B), and Imprimis (Case C). It describes Imprimis's 2015 decision to develop a $1 per pill compounded alternative to Daraprim, the branded drug that had recently undergone an extreme price hike, raising its price to $750/pill. Imprimis also created compounded alternatives to several other branded drugs, and made investments to increase its manufacturing capabilities. The company now had to decide where to focus its efforts in the future. In developing innovative compounded formulations, should it base its decisions on market size, either by population or dollar size? Should it concentrate instead on the level of exploitation by the branded drug manufacturers--how much they had raised prices by, in what amount of time? Or should it decide instead based on the life-threatening nature of the disease, regardless of how many people were afflicted? The company had to balance these choices with the expansion of its core ophthalmology business while continuing to raise funds from investors.

Founded in 2013 as a laundry service featuring online ordering for home pickup and delivery, China's edaixi (eWash) illustrated the online-to-offline (O2O) business model. As yet unclear in 2016 was the optimal way to organize third-party laundry service providers, locally sourced teams of freelancers, and in-house operations.

SKS, India's leading microfinance firm, is challenged when politicians declaim microfinance as exploitation of the poor and severely restrict business practices.

Supplement to case 317052. Responsibility for working conditions in contract factories within the supply chain presents an ongoing challenge for managers and area of debate. Much of the debate approaches the challenge from the perspective of large global apparel brands. This case helps students take the perspective of a Bangladeshi contract factory that is part of the brands' supply chain, but must also deal with challenges in its own supply chain. The case leads up to the Tazreen factory fire of 2012, in which over 100 people died, and covers subsequent developments in Bangladesh and the apparel industry.

Supplement to case 317052. Responsibility for working conditions in contract factories within the supply chain presents an ongoing challenge for managers and area of debate. Much of the debate approaches the challenge from the perspective of large global apparel brands. This case helps students take the perspective of a Bangladeshi contract factory that is part of the brands' supply chain, but must also deal with challenges in its own supply chain. The case leads up to the Tazreen factory fire of 2012, in which over 100 people died, and covers subsequent developments in Bangladesh and the apparel industry.

The case shows how concepts from operations management can be applied to a service setting (as opposed to manufacturing). With private equity as the setting, it aims to help students understand how to use systematic process and queuing analysis to design a professional service operation. Please visit the dedicated case website https://cases.insead.edu/durian-capital to access supplementary material.

The case shows how concepts from operations management can be applied to a service setting (as opposed to manufacturing). With private equity as the setting, it aims to help students understand how to use systematic process and queuing analysis to design a professional service operation. Please visit the dedicated case website https://cases.insead.edu/durian-capital to access supplementary material.

In June 2009, Martha Johnson was selected to lead the U.S. General Services Administration (GSA), a federal agency headquartered in Washington, D.C that largely oversaw government procurement. After Johnson, a GSA veteran, was sworn into office in February 2010, she told reporters she was committed to holding the GSA to the highest ethical standards. In October 2010, ten months after she took office, four of GSA's Public Buildings Service (PBS) regions held their biennial Western Regions Conference (WRC) with the object of providing job skills training and encouraging the exchange of ideas among senior managers in the four regions. The conference, held at the upscale M Resort Spa Casino in Henderson, Nevada, just outside of Las Vegas, was dubbed "A Showcase of World-Class Talent" by GSA officials with the intention of matching the conference's theme to the Las Vegas location. In December 2010, just a few weeks after the conference ended, an investigation into the event was requested citing excessive expenses as well as possible employee misconduct. This case traces the investigation as well as the steps the GSA took during the following nine months to strengthen its leadership, improve organizational controls and address conference management. Case number 2087.0

Supplement to case 617001.

In 2013, Brett Peiser, CEO of the charter school management organization (CMO) Uncommon Schools, is reassessing the non-profit's strategy. For nearly 10 years, Uncommon had fulfilled its mission to bring high-quality education to students in low-income, urban areas using a "network of networks" structure, where regional networks of charter schools operated independently, guided by Uncommon's shared beliefs and practices. The autonomy built into the structure had allowed teachers and school leaders to develop innovative and effective practices that could then be rolled out throughout the network. But in the 2012-2013 school year, this strategy comes into question when students take the first standardized test aligned with the more rigorous Common Core State Standards. While the test results show that, on average, Uncommon's students still perform well compared to their district peers, they also reveal a disparity in achievement across the schools and regions. The case gives students the opportunity to assess the benefits and challenges of Uncommon's strategy so far, determine the best way to address the inconsistency in academic achievement, and consider the best way to consistently scale excellence.

In 2006, Mexican convenience store chain OXXO faced a threat from a formidable competitor, the rival convenience chain Extra. OXXO had embarked on an initiative to fortify its corporate culture and operating system, but the threat of Extra raised the question of whether they should focus on opening as many stores as possible and as quickly as possible, in order to maintain market leadership. CEO Eduardo Padilla had to define his strategy and decide whether to focus on improving culture and operations or on relentlessly beating its rival.

Who doesn't want the ability to wield influence, and build or possess some sort of power? The A case describes the ascent of a blogger at the top of the list of the most influential luxury fashion writers worldwide. He had made his way to front-row seats at fashion events, created a signature pose, garnered the attention of those who mattered in the high-end fashion business, lived lavishly, and was deemed a de facto representative of the Philippines. Yet Bryanboy seemingly had no boundaries on pitching a message of individualistic narcissism and misbehavior alongside his designer goods. People responded to him in a variety of ways, ranging from hostility to apathy to engagement. How did Bryanboy achieve the power to define for the world what's stylish, beautiful, elegant, and inspiring? And why did so many people loathe him? The single paragraph B case, to hand out in class, shares that despite evidence that allegations made against Bryanboy in the A case were true, powerful people in the industry continued to admire and defend him.

Supplement to case 717476.