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Supplement case to be used with W16039.

Supplement to W16036.

The local government in Delhi has ordered a ban on Nestlé's flagship product in India - Maggi Noodles, citing excessive lead content per government lab tests. Nestlé disputes the government tests, noting that internal and third-party tests show the product to be safe. There is considerable confusion in the media and amongst Nestlé's customers, and Maggi sales begin to plummet. Other local governments and India's federal food-safety regulator also consider bans. Nestlé must decide how to respond - options include suing the regulators and withdrawing the product, which could impact up to 25% of Nestlé's India sales.

The local government in Delhi has ordered a ban on Nestlé's flagship product in India - Maggi Noodles, citing excessive lead content per government lab tests. Nestlé disputes the government tests, noting that internal and third-party tests show the product to be safe. There is considerable confusion in the media and amongst Nestlé's customers, and Maggi sales begin to plummet. Other local governments and India's federal food-safety regulator also consider bans. Nestlé must decide how to respond - options include suing the regulators and withdrawing the product, which could impact up to 25% of Nestlé's India sales.

In the fall of 2015, Beneficial State Bank was set to mark its third successive year of normalized profitability while continuing to fulfill its mission to promote social justice and environmental sustainability. At the same time, husband and wife creators of the bank, Tom Steyer (MBA '83) and Kat Taylor (JD/MBA '86), found themselves at a crossroads. As the sole providers of capital to the bank during formation and, as a result of the bank's unique organizational structure, the couple remained the only investors in the bank almost a decade since its founding. With assets of $420 million, the team envisioned scaling the business for both economic viability and impact to over ten times the current size in the coming years. In order to achieve this goal, however, the founders would have to consider the introduction of additional investors. This case describes the motivating factors for changing the bank's existing capital structure, and potential investment options to fulfill these goals. It includes a discussion of prospective investors, existing capitalization and growth prospects, and the role of mergers and acquisitions.

This case explores the difficulties involved in commercialising vaccines in low-income settings. The focus is the dengue vaccine, launched at the end of 2015, which was first commercialised in emerging markets. It considers issues of affordability and distribution, higlighting the need for business model innovation in all industries.

Supplement to case IN1389. Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase. His success comes from his strength in exploiting the institutional void in Brazil to uncover new market opportunities; operationalizing these new businesses is quite another challenge. Case B charts the extraordinary debacle of EBX Group and Eike Batista, who loses US$30 billion in one year.

Alquería was founded by Professor Jorge Cavelier and his son Enrique Cavelier with the motto, "A bottle of milk is a bottle of health." From Alquería's inception, the Cavaliers looked for ways to innovate on their products and to substantially improve the quality of the milk they offered to their customers, introducing new packaging formats and production techniques. In 1992, Carlos Enrique Cavelier took over at Alquería's helm. His studies in Sociology, Anthro¬pology and Public Administration abroad as well as his years in public service in Colombian po¬litics prepared him to become a business leader who cared not only about his family business' prosperity but also about the communities surrounding the company. During his tenure, Cave¬lier has shown a special commitment to his suppliers -small dairy farmers- helping them with training programs on nutrition and more updated, efficient and quality-enhancing production techniques. He has also played a key role in his organization's communication and identity buil¬ding efforts, as well as a strong network and partnership driver, engaging Alquería stakeholders. Headed by Cavelier, Alquería has taken a leading role in significant national debates, such as the ones on corporate responsibility in post-conflict scenarios, on free trade treaty challenges, and on Colombia's competitiveness issues, among others. The company's current management has received national and international awards. By 2013, Alquería ranked among Colombia's largest dairy producers, following Colanta S.A. and Alpina S.A. Case B looks at the advantages and potential of the strategy pursued to include suppliers in Alquería's overall strategy via an initiative deployed at La Macarena, which provides the grounds for a second debate, complementing and delving deeper into the learning objects set for this case.

Supplement to case 116015. A Swedish newspaper reveals that IKEA has erased all images of women from its catalog for Saudi Arabia. The article sparks criticism of IKEA from the Swedish government and its customers in the West. Critics content that IKEA is not living up to its own commitments to gender equality. Some threaten a boycott. IKEA must respond. Reissuing the catalog with women included risks running afoul of Saudi censors who can impose harsh penalties. The company has had a presence in Saudi Arabia for nearly 30 years.

Supplement to case 116015. A Swedish newspaper reveals that IKEA has erased all images of women from its catalog for Saudi Arabia. The article sparks criticism of IKEA from the Swedish government and its customers in the West. Critics content that IKEA is not living up to its own commitments to gender equality. Some threaten a boycott. IKEA must respond. Reissuing the catalog with women included risks running afoul of Saudi censors who can impose harsh penalties. The company has had a presence in Saudi Arabia for nearly 30 years.

Mexican electric appliances company Mabe had grown from being a leading national firm in its field to an international company with presence in most of the Americas and Russia. It had ventured into emerging markets and intended to continue its expansion to other countries. The company gathered together five directors to form an Action Learning team that would evaluate its entry into India together with directors from its potential partner, Italian company Indesit. The Action Learning team had to analyze the company's prospects and make its recommendations with respect to entering the Indian market. However, despite being a market with great potential, India also posed a series of problems, including a lack of transportation infrastructure, an excess of industry capacity for electric appliances and the cultural challenge of a multinational Mexican company marketing to Indian consumers. Should Mabe go ahead with its move into India? If so, what would be the best way to enter the market? This case can be taught on its own, or in combination with ""Mabe: Learning to Be a Multinational (A)""

This add-on case study reveals the location decision that was made in front of the challenge presented in case study #616-034. The launch of the Open Innovation Gateway (OIG) was a success. Fujitsu's management team now had to figure out the best way to continue to build momentum and develop the best model for OIG to become an integral part of the company's open innovation journey.

Sky Germany is the leading pay TV provider in Germany and Austria. In 2010, the company was losing money and facing a lot of operational challenges such as a slow subscriber growth, a high customer churn rate, high fixed costs and frequent product stock-outs. In 2010 Sebastian Hauptmann joined Sky as VP of Logistics to help turn the company around. He had to act swiftly to address short-term problems while developing and implementing the strategy for long-term operational success. He put in place a multi-year strategic turnaround program led by supply chain team, a culture of continuous improvements (CI), and a world-class team. By 2014 all important KPI's had improved significantly, and the company was on the path to turnaround, largely driven by the wide-ranging improvements in supply chain management. In 2016, for the first time in its history, Sky Deutschland reported positive operating results. With his continued success, Sebastian successively increased his responsibilities to become first SVP of Supply Chain, Procurement & CI and then EVP of Operations in 2016. The German Pay TV market remains a large opportunity for Sky Deutschland and rapid technology changes in TV and media present new challenges to the Sky group across Europe.

Role play supplement to 9B15M122.

In 2014, the Allergan Inc. board of directors received a surprise takeover offer from Valeant Pharmaceuticals in alliance with hedge fund activist Bill Ackman's Pershing Square Capital Management. In the unprecedented arrangement between an acquirer and a hedge fund activist, Pershing Square had quietly amassed a 9.7% stake in Allergan prior to the Valeant bid, making Pershing Square Allergan's largest shareholder. The case presents students with many of the decisions Allergan's directors faced amid challenges to Allergan's governance, management, and business model. In particular, the Allergan board must decide whether to pursue a $10 billion acquisition of Salix Pharmaceuticals while under threat of a proxy contest and a special shareholder meeting to vote on replacing Allergan's directors with a slate more favorable to the Valeant merger. The proposed Salix acquisition would give Allergan a new therapeutic market but would also make Allergan too big for Valeant to acquire.

This case study presents the dilemmas faced by Pioneer Energy in Turkmenistan. The company has to find closure on a variety of issues ranging from procurement of steel casings to complete test wells in the Turkmen region, to implementing a new performance evaluation system mandated by Pioneer's headquarters in Dallas, localization of the workforce, and challenging cross-cultural matters associated with an upcoming trip by Turkmenistan officials to the U.S. offices of Pioneer.

An HBS student is asked to misrepresent himself during the course of his student internship by his employer in order to obtain data from a competitor. This case describes how the student handled the situation and what he learned about himself from it.

Domotec was a small company devoted to home automation in Montevideo, Uruguay. Building automation involves a set of control and automation systems that can be used in homes, buildings, offices, etc. providing services related to energy, safety, security, comfort and communications. Case A describes Domotec's history from its creation in 1994 by three partners until a day in 1999 when the partners would meet to formally make the decision to shut down. One of them, Norberto Zejerman, the case protagonist, wondered whether to keep the company and run it alone. A description of the most salient features of the industry at the time in Uruguay, as well as at regional and world levels, is also provided. Case B gives an account of industry and company performance during the 2000-2005 period, when Domotec survived the difficult 2002 crisis but failed to rake in enough sales volume. Finally, case C depicts the growth of the automation market from 2006 to 2011 and presents the dilemma faced by Zejerman presented by the fact that in 2011 alone it sold one third of the total installations the company had carried out during its 15-year history. This case series has been designed to ensure that students understand the complexity of the challenge involved in creating a venture that includes both product and market innovation, exploring the strategic decisions required. In this context, customers still have no clear understanding of the scope of the value proposition, the market gives no hint of potential meaningful segments and the company perceives that it must educate consumers in addition to selling its products.

Domotec was a small company devoted to home automation in Montevideo, Uruguay. Building automation involves a set of control and automation systems that can be used in homes, buildings, offices, etc. providing services related to energy, safety, security, comfort and communications. Case A describes Domotec's history from its creation in 1994 by three partners until a day in 1999 when the partners would meet to formally make the decision to shut down. One of them, Norberto Zejerman, the case protagonist, wondered whether to keep the company and run it alone. A description of the most salient features of the industry at the time in Uruguay, as well as at regional and world levels, is also provided. Case B gives an account of industry and company performance during the 2000-2005 period, when Domotec survived the difficult 2002 crisis but failed to rake in enough sales volume. Finally, case C depicts the growth of the automation market from 2006 to 2011 and presents the dilemma faced by Zejerman presented by the fact that in 2011 alone it sold one third of the total installations the company had carried out during its 15-year history. This case series has been designed to ensure that students understand the complexity of the challenge involved in creating a venture that includes both product and market innovation, exploring the strategic decisions required. In this context, customers still have no clear understanding of the scope of the value proposition, the market gives no hint of potential meaningful segments and the company perceives that it must educate consumers in addition to selling its products.