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Supplement to case SMU271. It was May 2016, and Desmond Lim, CEO and co-founder of QuikForce, a moving and logistics company based in Boston, U.S., had just concluded a five-hour long meeting with his team. QuikForce had been founded to simplify the stressful moving process for both the customer and movers, by acting as an intermediary that provided a technology platform which would pair potential customers with suitable moving companies based on their moving requirements. Ten months had flown by since the QuikForce website was first launched, and within two months of its launch, QuikForce was profitable. The meeting left two questions on Lim's mind. First, given QuikForce's initial success, should he begin to establish a presence in his home country, Singapore, or at least in Asia? The meeting with his team saw opinions split among three options-(a) broadening the service offerings in the company's existing U.S. locations (Boston, New York and Miami), (b) expanding to new cities in the U.S., or (c) pursuing expansion into Asia. Lim knew that a decision was looming. Second, was his present team the 'dream team' that would be able to take this company forward to the next level?

Supplement to case 517073.

Supplement for 9B16C049.

Supplement to case W16823.

Supplement to case UV7217. The purpose of this document is to describe each step in the development of a model for the case "A Late Night at The Virginian Restaurant."

Supplement to case 514119.

In October 2016, Apple Inc. announced the financial results for its fiscal year 2016. CEO Tim Cook commented on a very successful fiscal year 2016 and focused on all the positive financial results. However, Apple's 2016 annual report was also telling another story. Apple's total revenue had decreased 9% and iPhone revenue decreased 13% compared to the fourth quarter of fiscal year 2015. Apple also faced some criticism from consumers regarding the iPhone 6 and IPhone 6 Plus Upgrade Program. A September 2016 survey reported that an increasing number of customers decided to subscribe to the iPhone Upgrade Program. In spite of this, the company was very supply constrained on the iPhone 7 and 7 Plus and financial analysts were still eager to receive more information on the impact of the iPhone Upgrade Program on Apple's financials.

For two years since 2014 Uber had fought an intense, costly battle for China's ridesharing market with well-financed and well-connected domestic Chinese competitors. During this time, Uber also had to respond to an ever-shifting regulatory landscape that looked increasingly bleak in 2016. Then on August 1, 2016 Uber CEO Travis Kalanick shocked the global ridesharing industry by selling the company's China operations to arch rival Didi Chuxing. Given the competition from domestic rivals and the uncertainties of government regulation, was the decision to exit China the right one for Uber? What does this latest reconfiguration of the market mean for China's burgeoning ridesharing industry? What lessons could other tech companies learn from Uber's experiences in China?

Case A describes the challenges a multinational corporation, Cisco Systems Inc., faces in an emerging market in developing new products specific to local needs. Case B describes the journey undertaken by Dr Ishwardutt Parulkar and his team in developing the Advanced Services Router (ASR) 901 - from idea to launch in 2011. The case helps to identify key success factors for new product development through a decentralized R&D model in emerging markets and to recognize the importance of the ecosystem for successful innovation. Learning objectives: 1) Identify key challenges in developing a mainstream product from concept to completion in an emerging market. 2) Understand essential factors for building subsidiary R&D capabilities for mainstream product development. 3) Introduce the Technology Champion framework, which serves to bring out innovation aspirations in a subsidiary R&D team.

Supplement for product 9B16C036.

The leader of a pioneering biotech company in the siRNA space weighs his options for scaling production capacity in advance of an anticipated commercial launch. Operational complexity and relative merits of in-house manufacturing versus a contractor model are discussed.

Supplement to case W16748.

Supplement to case UV7211. In the B case, Susan Shaw has finished her review of the Facebook/WhatsApp deal and recalls hearing about AT&T's acquisition of DIRECTV in July 2015. From a financial-statement-impact point of view, she wonders what the similarities and differences were between the Facebook/WhatsApp acquisition and the AT&T/DIRECTV deal.

This case accompanies the (A) case from Anthony Starks's perspective.

Supplement to case W16600. This case is a supplement to Nintendo: Game On! Released in July 2016, Pokemon GO was a location-based virtual reality mobile game in which players needed to locate and capture virtual creatures from the Pokemon family. Although it was a revolutionary concept, would its release mark a change in Nintendo's recent history of continuous decline in revenues and profits?

Student spreadsheet for product 9B16M018.

Supplement to case IN1293. This three-part case study explores the development of Adlens, a commercial firm, and Vision for a Nation as the social venture developed in parallel. The entrepreneur's strategy is to sell the innovative Adlens optical products in middle-to-high income economies for profit, while Vision for a Nation is dedicated to improving vision in the developing world, starting with Rwanda. A key synergy comes from the "Buy one, give one" model, whereby for every pair of Adlens glasses purchased, another pair (adjustable or traditional glasses) is given away for free in Rwanda. Developing Adlens and Vision for a Nation as viable ventures has been not been an easy task. Despite the vast amount of time and money James Chen has invested in these projects, their long-term sustainability has yet to be demonstrated. But as an investor of 'patient capital', he sees beyond the logic of short-term profit making.

Supplement to case IN1293. This three-part case study explores the development of Adlens, a commercial firm, and Vision for a Nation as the social venture developed in parallel. The entrepreneur's strategy is to sell the innovative Adlens optical products in middle-to-high income economies for profit, while Vision for a Nation is dedicated to improving vision in the developing world, starting with Rwanda. A key synergy comes from the "Buy one, give one" model, whereby for every pair of Adlens glasses purchased, another pair (adjustable or traditional glasses) is given away for free in Rwanda. Developing Adlens and Vision for a Nation as viable ventures has been not been an easy task. Despite the vast amount of time and money James Chen has invested in these projects, their long-term sustainability has yet to be demonstrated. But as an investor of 'patient capital', he sees beyond the logic of short-term profit making.

Supplement to case IN1297. e-Choupal, an initiative of ITC Ltd. launched in 2000, endeavours to place computers with internet connectivity in villages in rural India. 'Choupal' is Hindi for 'gathering place': the computer facility serves to bring villagers together for exchange of information and as an e-commerce hub. Although the primary objective of the project is to bring efficiency to ITC's procurement process, an important byproduct is the empowerment of farmers in areas where e-choupals are established.

Supplement to case IN1300. mfish is a case about global partnerships which target the bottom of the pyramid. This case focuses on mobile penetration and using a local partner to gain access to consumers, however this is not specific to mobile or fishing and can be applied across industries. One of Tone's main successes here was focusing on their core competencies, mobile app development, and using key partnerships to fill in their knowledge and competency gaps. Tone/mfish were able to monetize a solution, despite targeting this very low income sector by making a product that greatly increased the livelihood of it's consumers, which customers were willing to pay for. This case challenges students to think creatively about solving a problem in a low cost way, while also maintaining a customer centric focus. If the product doesn't solve problems for consumers, then there won't be high demand for it, so keeping a customer centric focus is key. In addition, a low cost solution is important when targeting this segment since their willingness to pay might be low on an absolute scale given their low level of income.