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Supplement to case UV7159. The owner and manager of a small garden shop needs to prepare the financial statements for the shop's second year of operation. These financial statements will assess the financial performance of her company during the year, as well as take stock of its financial position at the end of the year and will be important to loan officers at her bank where the company had obtained two loans, and to an equity investor in the company. Students will prepare journal entries, post this information to T-accounts, record the necessary adjusting entries and post to T-accounts, and prepare an income statement that summarizes results of operations for the year.

Supplement to case TCG037. This is a follow-on to the Narcolarm (A) case. It begins with the balance sheet developed in the (A) case and adds some events for the first year of operations. The case helps to bring the accounting information together.

Supplement to case TCG041. This case builds on the J. Prep (A) case but adds a couple of twists, including the need for students to identify and record three adjusting entries. They also must include the effect of accumulated depreciation in the accounts.

Supplement to case TCG046. This is a follow-on case to the Carson Realty Company (A) case. It adds some complications to the situation. It requires students to use T accounts and to prepare a full ste of financial statements, including a statement of cash flows.

The case supplement focuses on the implementation of Netflix's global expansion in early 2016. As criticism of its strategy mounts, the company's share price declines and Netflix encounters problems with censorship and content laws in various countries. ln some locations, governments attempt to block the service. This is a supplement to 9B16M118.

Supplement to case W16391.

Supplement to case IMD848. This two-part case series is set in India and examines the challenges encountered by a leading Indian pharmaceutical company, Dr. Reddy's Laboratories (DRL), following its strategic decision to create Indura - a business unit dedicated to the rural market. In recent years, the strategic direction set by the new CEO and his "Health for All" vision has shifted the company's attention to its domestic market and the rural areas of the country. The case focuses on the implementation hurdles of such a vision and invites business executives to explore the role of strategy in building ecosystems that are essential for successful strategy implementation. Case A sets the scene by describing the business model of pharmaceutical companies in India and the rationale behind DRL's decision to pursue an alternative growth avenue. It presents the Indura project, which takes the company to rural markets. Given its large size and growth potential, rural India seems to offer a fascinating opportunity to DRL. The case highlights the unique obstacles Indura faced in its effort to access rural customers and concludes by putting the spotlight on the sustainability question: Can DRL translate its "Health for All" vision into a sustainable business model? Case B is a brief follow-on case that presents key actions taken by DRL's management during the period 2013-2015. Alok Sonig, the newly appointed leader of the India business, together with his direct report Rajaram Bagayatkar, changed the name of the unit to Pride and adopted a new plan of action, which focused on motivating the sales force. While this addressed most of the challenges, some issues remained. Case B invites participants to go beyond DRL management's actions and explore possible ways to leverage technology and social media and innovative approaches to address both the access and talent challenges.

Sequel supplement to case HKS798. On June 5, 2013, a London newspaper reported that the United States National Security Agency (NSA) was collecting the telephone records of millions of Verizon customers in the U.S. The story was the first of many top secret revelations about the NSA's spying programs, leaked by Edward Snowden, a former NSA contractor. The case examines Snowden's actions and motivations and asks students to consider the repercussions of whistleblowing/leaking on the general public, the U.S. government, the NSA and Snowden himself.

In September 2005, Duff & Phelps closed on a deal to acquire a much larger firm that quadrupled its size to 500 employees. Almost immediately, the company faced challenging integration issues. Gottdiener and Silverman realize that they must now turn away from the thrill of deal-making to grapple with issues of organizational structure and management.

In 1861, the Heard brothers faced a decision: should they continue their family firm's business model that had made them a successful commission house in China, or was it time to make fundamental adjustments to their work? This case reveals that the brothers decided to maintain the status quo, primarily because of a lack of decision-making mechanism amongst the brothers. The firm rapidly went downhill, before declaring bankruptcy in 1875.

On December 16, 2010, Byrne Murphy received a call from his Italian partner at Fingen Group. The recently-renovated Palazzo Tornabuoni, an iconic 15th century palace in the heart of Florence, Italy, had been seized by the local police. While Murphy tries to understand the reasons behind the seizure and figures out a strategy to accomodate guests flying in for holidays, he wonders if he and partners have chosen the right redevelopment option for the palace.

Supplement to case IMD805. The case is set at a time when Bandhan, the largest microfinance institution (MFI) in India and the largest non-deposit taking MFI in the world, was about to embark on an organizational transformation that would convert it into a mainstream bank. In July 2013, supported by a Geneva-based investor, Bandhan had applied for a banking license to expand its operations by leveraging its network. And in May 2014 the Reserve Bank of India (RBI) had granted the license to Bandhan, making it the first MFI in the country to win a bank license, and also the youngest entity to be allowed to enter the banking space in India. Established in 2001 by Chandra Shekhar Ghosh to address the dual objective of poverty alleviation and empowerment of women, Bandhan had grown by 2013 to 2,016 branches across 22 states and union territories within India. With over 5 million borrowers and total outstanding loans of INR 57 billion (~US$1 billion), it had zero non-performing loans. Ghosh had ambitious growth plans focused on the rural sector. Bandhan seemed to have built the right capabilities to be successful as an MFI. The case allows for a rich discussion about the new capabilities that Bandhan would require as it shifted from pure MFI to banking entity and how it should go about acquiring those capabilities. Was it preparing well to deal with the challenge of entering, surviving and growing in the banking industry while continuing to serve and grow in the MFI space? Could it develop a unique and innovative model to help it straddle both worlds? With this license, Bandhan had been offered an opportunity to re-create the entire banking edifice in India. Participants have the opportunity to analyse the key issues in the case and attempt to answer the question playing on everyone's mind - how would Bandhan deliver on the goals of financial inclusion?

Supplement to "Survey Masters LLC (A)" 107061.

Four role play supplements to 9B15M122.