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Having diagnosed the situation, he made overdue investments in systems and brought in new blood from outside, instilling new discipline, capabilities and operational efficiencies. Over five years, he managed to transform this seat-of-the-pants operation into a much more robust company, while at the same time continuing to deliver solid financial results. He also repositioned the company for growth in markets where there was little serious competition. These were considerable accomplishments for which he gained belated recognition. Yet, there were nagging concerns throughout his tenure: doubts from analysts about where he was taking the company; criticism from former executives that he was killing the entrepreneurial culture; question marks over the morale of store employees; complaints about customer service; and public disapproval for his expanding remuneration package. These issues came to a head in his sixth year in the job and specifically at a badly misjudged annual meeting with shareholders. Ultimately, he stopped listening to dissenting voices, and made a dreadful blunder - from which his reputation never quite recovered. Learning objectives: The case covers four key leadership issues: 1) The complexity of leading a large company - and the 3 critical roles required of leaders - as strategists, architects and mobilizers. 2) The difficulty of transforming a successful organization - and how to make the case for change in such a company. 3) The need to manage one's own competencies - and the dangers of carrying certain strengths too far: e.g. when does demanding become intimidating and when does self-confidence become stubbornness? 4) The need to manage oneself over time - particularly in terms of maintaining one's ability to listen, as well as coping with disappointment and coping with criticism.

Swiss German Tobacco plans to introduce a new tobacco brand in the Czech Republic. The company has been operating in the country until 2007, when a currency crisis has taken the country out of a euro peg, and into a dollarization of the economy. The new brand is to be labeled "Matrix", as a glamour product targeted to a sophisticated segment, and competing with already established Kent Nanotek, manufactured by British American Tobacco. The question of whether to introduce the brand or not boils down to a valuation exercise, where the major inputs are: the expected demand for the product, driven by population growth; the prospects for tobacco in the country; and technical requirements in production and distribution. Participants are confronted sequentially with these challenges. Learning objectives: This is acapital budgeting and investment selection case, a comprehensive exercise of a Tobacco firm that designs a new brand, which is to be introduced in the market. It is a good illustration of the Free Cash Flow technique, used here for investment appraisal throughout a series of seven challenges.

Suitable for MBA, EMBA, GEMBA, and executive education programs, this field-based case offers an opportunity to use simulation modeling to evaluate an investment affected by prices, technical success, and yields from raw materials that are all uncertain in a global context.

Grower-owned Zespri is the sole exporter of New Zealand-grown kiwifruit outside of Australia and New Zealand. Facing growing international competition, Zespri invested in consumer branding and innovation, which has led to new types of kiwifruit that taste better and are protected with patents. Consumer response has been positive and Zespri has begun to grow kiwifruit outside of New Zealand in order to have the product on retail shelves year round. Is this the right strategy for the future?

The project manager for American Constructors Inc. (ACI) sat down with his team on September 24, 2009, to evaluate the progress of their building expansion project in Murfreesboro, Tennessee. The team had been working on the World Outreach Church expansion project for over a year already and it was nearing completion. Originally scheduled for completion by March 2010, the project deadline was pushed ahead to December 14, 2009, at the request of the client, who desired to use the property for the Christmas season. In an effort to maintain the reputation of ACI, which had grown to be known as middle Tennessee's premier contractor, the project manager and his team needed to determine if the December 14 deadline was feasible. This case was designed for use in an undergraduate or MBA operations management or introductory project management course. Developed to aid instructors in facilitating discussions of key project management concepts, the case content allows for an analytical approach to covering the basic skills in planning a project, including precedence relationship, critical path, due dates, uncertainty (PERT tasks), crashing, etc. It can be used to teach students the use of MS Project or other project management software. It can also be used for a less analytic, more managerial discussion of project management. During the case discussion, the instructor can bring out points regarding what actually happened (included in the teaching note) that help round out the case discussion.

In early 2005, Martti Ahtisaari planned negotiations to end the decades-long conflict between Acehnese insurgents and the Indonesian government that had claimed thousands of lives. The "modern" phase of the insurgency by the fighters from the Free Aceh Movement that sought independence from Indonesia had persisted for some 30 years, claiming tens of thousands dead, countless wounded and tortured, as well as economic damage estimated by the World Bank at over $11 billion. In a few short days, Ahtisaari, former Finnish President and longtime diplomat active in some of the world's nastiest trouble spots, would see if he and his team could help foster an elusive accord between the bitter, distrustful parties to the conflict.

The largest Chinese energy company is thinking about a cross-listing back into the mainland stock exchange, after seeing the valuation of comparable companies on the so-called A share market sky-rocketing. We discuss the cause and the consequence of investor sentiment on the cross-listing decision of firms, and the responsibilities of corporate managers to maximize existing shareholder interests through catering to such investor sentiment.

Established in 1991, Wilmar grew rapidly to become one of the largest palm oil companies in Southeast Asia, with revenue and net profits of US$23.9 billion and US$1.88 billion respectively for the year ended March 2009. It operated in the entire value chain of the industry, from plantations to processing, merchandising, shipping and distribution. As the third-largest listed plantation company in the world, it operated 300 processing plants and had an extensive global distribution network. Its products sold in more than 50 countries, including China and India. As the global demand for palm oil grew, environmental groups were concerned about the impact of palm oil industry on the social and natural environment, such as loss of forest ecosystems, environmental damage, soil degradation, pollution, greenhouse gas emissions and climate change. They were pressuring palm oil producers, including Wilmar, to take action to address these issues. By late 2010, Wilmar had two strategic initiatives to drive future growth. It was poised to acquire Sucrogen, Australia's largest sugar company with operations in sugar milling and refining, bioethanol production and generation of renewable electricity. It was also expanding into sub-Saharan Africa, where many governments were keen to support the development of commercially managed large-scale oil palm projects. However, as in Asia, palm oil producers and governments could expect to encounter pressure from environmental groups with regard to possible adverse effects. The challenge was to manage these initiatives and the environmentalists' demands for more sustainable operations.

The cases focus on how Zhang Ruimin, CEO of the Qingdao refrigerator factory, managed to turn around a nearly bankrupt factory which produced bad quality refrigerators into one of the world's largest white goods producers. With a series of rigorous steps, Ruimin succeeded in improving the quality of the refrigerators by putting the right incentives and processes into place. In addition, he expanded the product range into other areas of the white goods sector, and last but not least, moved aggressively into foreign markets with inroads into the largest and most competitive markets of America and Europe.

The case focuses on management innovation in the South African dairy industry, describing how an innovative new yoghurt product, Danimal, was created specifically for the market at the base of the pyramid. It explains how management of the product line embodied the various innovation opportunities and challenges presented. The concept was initially introduced in order to assess the feasibility of profitably servicing this market. However, the project was not simply about introducing a cheap brand to poor people but was more about creating brand awareness in the market at the base of the pyramid. The new product took into consideration the nutritional shortcomings in the diet of children in this market and also allowed for the lack of available infrastructure - electricity and refrigeration. The case illustrates the importance of a product being affordable, relevant and available for this market. Innovation went further than product design and also took into account the necessity of a lean distribution channel. This took the form of micro-distributers, referred to as Danimamas, who comprised township residents, unemployed or part-time employed individuals. The case offers insights into the complexity of doing business in developing countries. The company admits that it has not been a sustainable business model in terms of current profitability but the value that has been gained from social marketing and long-term brand development has been great. The case concludes with the challenge of how to ensure that the project continues on its upward trajectory. The objectives of the case are to encourage students to have a better understanding of the strategies required to successfully impact on low-income markets in developing countries, the different metrics that one could consider when assessing the impact of interventions on the base of the pyramid market, and the importance of harnessing opportunities and overcoming the challenges of management innovation.

As Ireland's third largest beef processor, Kepak faces new opportunities as well as significant challenges from the collapse of the "Celtic Tiger." The government has identified food and agriculture as one way the country could significantly grow exports. However, the beef industry is suffering from overcapacity and from an inefficient farming structure. CEO John Horgan is considering the best way to position Kepak for success, including the possibility of an umbrella Irish beef brand, opportunities for "co-opetition" within the industry, and how to expand the firm's successful convenience foods business to more countries.

For Asian Agri and other Indonesian palm oil producers, the future promised rising demand from fast-growing Asian populations, but also intensifying criticism from environmental groups. With the highest yield and lowest production cost of any edible oil, palm oil constituted an abundant, inexpensive source of food for Asian and, to a lesser extent, international markets. Its production had soared from 1970 to 2010, sparking concern from environmentalists over the conversion of high-value conservation land in Malaysia and Indonesia (where nearly 90% of palm oil was produced) into palm oil plantations. Critics had intensified their campaigns in recent years, urging-at times successfully-packaged food makers and investors to boycott palm oil suppliers accused of environmental mismanagement. While noting that some accusations were unjustified, palm oil producers argued the industry was making strides towards greater sustainability and cited the unique advantages of palm oil: it was free of unhealthy trans fats, for example, and required less land to produce more oil than any known substitute. Asian Agri, an established Indonesian palm oil grower and exporter, had thus far avoided public scrutiny. The company was a key source of employment in many rural communities, had extensive experience negotiating the complex Indonesian regulatory environment, and was moving to certify its operations according to industry-set sustainability guidelines. In 2010, Asian Agri appeared well positioned to capitalize on the growing palm oil market, but the broad-strokes vilification of the palm oil industry was a source of serious concern. In the face of great uncertainty, the management team needed to devise a strategy for the future.

In late spring 2009, Stroz Friedberg co-presidents Edward Stroz and Eric Friedberg had to set growth targets for 2010. The leading global consulting firm they had built specialized in managing digital risk and uncovering digital evidence and had grown very rapidly. With the firm's CFO, they believed that the firm could grow from $58 million to $72 million, a growth rate of 27% over the preceding year. However, the firm's 11 offices had submitted first draft FY 2010 plans that together added up to firm-wide revenues of only $53 million, a growth rate of negative 10.2%. The preceding years of rapid growth had been successful but challenging, and a thorough review of the firm's culture, systems, structure, and processes in late 2008 had resulted in a significant set of changes to which the organization was still adjusting. Stroz and Friedberg wondered whether to push for continued, aggressive growth.

Since the first KFC opened in China in 1987, Yum--under Sam Su's leadership--had built the largest restaurant company by far in mainland China. Averaging one new restaurant opening a day for the past five years, in 2010 Yum ran over 3,600 restaurants in 650 cities and employed over 250,000 people, many of them college students in their first jobs. In the third quarter of 2010, Yum China's revenues surpassed U.S. revenues for the first time and many analysts expected that Yum's China business--driven by a rapidly growing middle class--would be twice as large as its U.S. business within five years. But before rushing out to open thousands more stores, Su wondered what the company should do to forestall some of the problems plaguing the fast food industry in the West.

Fortis Industries' packaging division manufactures steel and plastic strapping. In 2007, the company underwent a leveraged buyout. The case focuses on the packaging division's need to maintain high profitability in a declining market for steel strapping. Since 1998, Fortis has been losing 1% per year of the steel strapping market. Since then, there has also been significant erosion of prices. The division president is faced with 1) decreasing price to increase market share, or 2) maintain/increase cash flow. The specific decision revolves around the potential adoption of a price-flex system that is designed to authorize selective discounting by the division's sales personnel.

The owner of a small home and garden shop in Chaguanas, Trinidad is faced with declining sales and the recent entry of a competitor offering similar products at competitive prices. In order to compete, he is thinking of moving to a larger location and expanding his business to capitalize on emerging opportunities, such as the demand for landscaping services by wealthy professionals. He is uncertain how his current customers would react to such a move and is considering what kind of marketing activities he should engage in to ensure the business's long-term survival.

Lamont, a private golf club, had survived another year, but things weren't like the good old days, when waiting lists to join were long, environmental issues were not front and centre, and outside tournaments as a source of revenue were plentiful. The general manager has to work through a changing environment and the current situation at Lamont to set a new direction for the club. How is the club to grow, given old and new clubs drawing existing and potential members away from Lamont, declining corporate budgets to support golf outings, and competition for charity tournaments and events such as weddings? How could the general manager deliver the expected profits with costs increasing by at least 10 per cent per year?

Toyota, the world's leading automotive company and a global benchmark for quality and continuous improvement stumbled seriously. They faced a recall crisis unlike any they had seen before. Mr. Akio Toyoda, Toyota's president and grandson of the founder, was called to testify before the U.S. House of Representatives Committee on Oversight and Government Reform about the company's response to the recall. Through the lens of the accelerator crisis, the case documents trade-offs Toyota made while pursuing a marketing strategy based on quality and customer experience, while simultaneously pursing an operational generic cost leadership strategy. Historic information tracks the evolution of the company's early focus on lean manufacturing, quality, and the customer to the contemporary focus on aggressive cost control and rapid globalization; it also traces the factors that shaped the context in which the product failures occurred; and documents the failure of Toyota to respond appropriately and with sufficient speed. The case discusses Toyota's evolution from a small entrepreneurial family firm to global industry giant status; their role in driving industry-wide lean manufacturing, continuous improvement, and quality, known as the Toyota Way; their responses to a series of highly visible product failures; and the resultant erosion of Toyota's reputation. The case concludes with Akio Toyoda exhausted from his testimony, considering which combination of strategic, structural, or cultural challenges led to the current recall crisis. Had the company lost sight of its long-term philosophy, a key principle behind the Toyota Way? Had Toyota sacrificed quality and their historic customer focus at the expense of extreme cost reductions? Were nonfamily managers truly to blame for "hijacking" Toyota? What role did Toyota's supply chain and keiretsu structure play in the recalls? Or was Toyota simply subject to the latest media witch hunt in the wake of the global economic crisis?

The case describes the strategic moves of Airbus in the twin-aisle-twin segment following Boeing's announcement of the launch of its 787 Dreamliner. Airbus's clients initially reacted negatively to the strategic response by criticizing the design. By the end of 2006, however, there were positive signs that the new design, the A350 XWB, would be able to find its market. The formal industrial launch had not yet been made and the A350 management office had been asked to prepare a series of proposals to the board of EADS regarding the next steps.

In 2010, Logoplaste, a top 10 manufacturer of rigid plastic containers, was debating a more dramatic expansion strategy as a means to guarantee the company's continued success. The company, which began with a few plants in Portugal in the 1990s, now had 60 plants across five continents and was a valued partner to large multinational consumer goods companies, many of which were pressuring Logoplaste to expand.