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Supplement to United Daily News Group (A): Building Hybrid Business Models, 9B15M075.

Part 2 "Sold for 20p" analyses the many governance challenges the Cadburys faced. From their merger with the troubled Fry's in 1918, which significantly enlarged the number of family owners, the transfer of their ownership to charity foundations, the motivation and long-term consequences of listing the firm in 1962, a strategic merger with Schweppes in 1969 and forced demerger in 2008, and the family's exit with the hostile takeover by Kraft in 2010, it offers valuable lessons in how family firms can use ownership design to mitigate business and family roadblocks, and how dilution of ownership can have unforeseen consequences and ultimately leave the family firm vulnerable to predators.

Hindustan Unilever Limited (HUL) had always focused on new and innovative ways to connect with rural customers in India. However, like many players in the market, the company found it challenging to reach certain areas. Popular media channels like television and radio were limited in rural India, and power cuts further reduced the reach of electronic media. Yet mobile penetration was relatively high and growing. Inspired by the success of its mobile "missed call" marketing campaign for Wheel detergent, HUL was considering extending the campaign to all of its brands. Should it introduce a dedicated mobile marketing channel, whereby customers could receive both entertainment and advertising by making missed calls? Were customers likely to choose a mobile phone-based entertainment channel? Would it be a sustainable media for creating long-term brand awareness among target customers?

The B case begins with the consultants' proposal to Kim Markey, executive director of revenue cycle at Huntington Hospital (HH). The proposal is untraditional in that it is focused on more than revenue enhancement-it includes transforming the culture. This case details the steps that the consultants took to engage staff and change culture. It describes how the consultants used Design Thinking, reactions from staff members, and the impacts on Accounts Receivable (AR) days. The case concludes with the evolution of both the culture as well as the organizational structure.

Rockland Hospitals, a family-run entrepreneurial health care venture, had gone from a 90-bed capacity in 2004 to 808 beds in 2014. It had created an identity as an affordable, quality-driven health care provider in the National Capital Region of India. However, the managing director needed a growth plan that would achieve his goal of creating a medical corridor in the National Capital Region with a consortium of four super-specialty hospitals. Should he focus on capacity utilization and enhancing the efficiency of existing hospitals? Was attracting more medical tourists from foreign countries the answer? Or should he strive to create a health care network that reached the remotest corners of India?

Dana Hall is a private all-girls school in New England facing a crisis in its mission. As social norms shift away from single-sex education, the school's enrollment is falling and deficits are becoming the norm. At the same time, the modern vision for girls' education requires an even greater investment in science and sports--at a time when Dana Hall's resources are lower than ever before. Can the school stay true to its mission? How will it find the funding? Through the story of Blair Jenkins, head of school, this case examines the difficult mission and funding decisions facing many nonprofit organizations.

Supplement to case A00041. The 'CSIR-Tech: Facilitating lab to market journeys' case is designed to teach students the strategic intricacies of an organizational network. The case also throws light on the formation and design of a collaborative inter-organizational network. CSIR, a premier R&D organization in India, was plagued with challenges in the commercialization of technologies developed in its constituent laboratories. CSIR-Tech was established as a private-limited company to catalyse the technology development and commercialization process. The case analyses formation of CSIR-CSIR-Tech alliance and discusses how the alliance can help in overcoming challenges associated with commercialization of technologies being developed at CSIR.

A chief human resource executive of an automotive company in India, faced with exits of promising employees, was reviewing the efficacy and relevance of the company's 20-year-old high-potential talent identification program in place since 1991. The chief executive was particularly concerned about how well the program met the company's changing leadership needs within the context of a rapidly evolving automotive industry in India in recent years owing to open economy and influx of foreign players in the automotive segment. The challenge facing the executive was how to align the program with the company's organizational strategy to establish a pipeline of successors ready for critical senior roles in a changing business landscape by fostering loyalty and leadership capability of employees.

A chief human resource executive of an automotive company in India, faced with exits of promising employees, was reviewing the efficacy and relevance of the company's 20-year-old high-potential talent identification program in place since 1991. The chief executive was particularly concerned about how well the program met the company's changing leadership needs within the context of a rapidly evolving automotive industry in India in recent years owing to open economy and influx of foreign players in the automotive segment. The challenge facing the executive was how to align the program with the company's organizational strategy to establish a pipeline of successors ready for critical senior roles in a changing business landscape by fostering loyalty and leadership capability of employees.

Supplement to case 116004. This case study explores the challenges of aligning middle management interests with company goals as a company navigates rapid growth in a dynamic industry. China Lodging Group, a Chinese hotel chain that opened about 2,000 hotels during its first decade in business, uses Balanced Scorecard (BSC) metrics to promote both consistency of service and an entrepreneurial attitude amongst hotel managers. The company needs to encourage its managers to operate according to company-level values and goals, without gaming the BSC metrics for short term rewards or without focusing exclusively on local, narrow results. This case illustrates how executive teams can develop incentive systems that increase managers' sense of ownership and commitment to company values and goals.

Supplement to case IE0013. It is May 2007, and Jose Rodriguez has just won the election for mayor of Santa Barbara de Tapirin, a small town located at an oil area in Venezuela's mid-eastern region. Santa Barbara de Tapir'n is the capital of a scarcely populated municipality with abundant fiscal revenues coming largely from transfers made by the national government to communities in oil areas. The town is nevertheless a quiet, isolated place, with little economic activity, high unemployment, and unreliable public services with incomplete coverage. Despite this, in recent years, a large number of low-income immigrants have arrived in town, attracted by the oil economy, (illegally) seizing lands in Santa Barbara's outskirts. Jose Rodriguez wants to turn the town around, leading it out of its economic stagnation and guiding it to a path of greater prosperity and development. To this end, he has asked a team of advisors to help him gain a better understanding of the causes underlying Santa Barbara's stagnation and to formulate impactful solutions. This case describes a complex scenario so that students can explore a town's issues as viewed from the vantage point of a mayor, using standard techniques to analyze public policies. It also provides information that can be used in social investment project elaboration trials.

This exciting case is about a whistle-blower who exposes bribery and corruption in defence contracting in the Middle East. Sebastian is hired to manage a $3.25 billion military contract, but must figure out what to do when he realises his company is paying bribes to local officials.

Two employees at 8SK Consulting, a major firm with 800 staff in five divisions, need to find a way to manage their leader effectively. A junior hire who is ready to take on more responsibility in order to advance her career is frustrated - although her leader has previously played an important role as her mentor and guide in the company, he now seems to be in the way of her promotion to more important positions. A senior quality specialist wants to refuse an offered team leader role, because of family concerns, but is worried how that may disappoint her boss and how it might affect not only hers but his career. How can these employees effectively and proactively manage a leader in order to reach personal and career goals?

Supplement to A case, see 9B15C024.

The case looks at Ian Lambert's first year as the new general manager of ElektroSecur, a Canadian SMB with about 40 employees, specialized in the production and distribution of emergency vehicle technologies. Part A of the case focuses on his first six months in the job (September 2012 to February 2013), while Part B shifts attention to the following six months (March to August 2013). Part A: Ian Lambert took over as general manager of ElektroSecur in September 2012. The company was founded in 1997 by its two current owners, Daniel Dufour and Marc Rorty, who are respectively president and vice-president, business development. ElektroSecur had annual sales of approximately $7 million generated by some 50 in-house products and roughly 100 products distributed by it. The company was making a small net profit of no more than $20,000 a year and had always struggled to remain profitable. Part B: Contrary to what Ian had hoped after six months on the job (Part A), the company's financial situation did not improve over the following six months. Financially speaking, it was shaping up to be the worst year in the company's history. Up to the month of May, sales were more catastrophic than ever.

The 2015 case "Royal Bank of Canada: Transforming Managers (B)" details the success of the manager improvement pilot intervention program discussed in the companion case, "Royal Bank of Canada: Transforming Managers (A)." Within one year, the division that ran the program, the Canadian Banking operations division, saw marked improvement in nearly all of the managers who participated in the program. Based on these results, the division continued to hone the intervention program details, and RBC expanded the program across the bank.

This case explores the strategic options available to TAV Airports Holding, a Turkish firm, after it withdraws from a bid to build Istanbul's newest airport. The new airport would eventually replace Istanbul Atatürk Airport, where TAV makes 43% of its current revenue, and losing it will leave the company without a presence in its nation's largest city. TAV weighs four options: continue expanding internationally to the U.S. and other distant markets; buy an ownership stake in Istanbul's other remaining airport; diversify into related businesses; or seek out large infrastructure projects unrelated to airports. Will vertical or geographic diversification be more likely to ensure TAV's future?

Epilogue to case US0007. Founded in 1951 in Argentina, Arcor Group consolidated as an industry leader in the manufacturing of food, candy, crackers, cookies, chocolates, and ice-cream for consumers in over 120 countries across all five continents. This case focuses on the process carried out by Arcor Group to introduce and institutionalize sustainability in its management and strategy, describing how the process unfolded and highlighting the challenges that were faced, particularly revolving around the decisions that the company had to make to integrate sustainability to its day-to-day business management and to engage employees in this endeavor in late 2010. "Creating Business Value: Arcor Group and Sustainability" includes two documents: the case itself and its epilogue, which provides information on later developments.

A senior account manager at Boise Automation Canada Ltd. was disappointed with the news that he had just lost the $1.2 million opportunity with Northern Paper Inc. (Northern), a paper mill in Rocky Falls, Ontario.The opportunity was to design, supply and install an automated control system for Northern's wood-chip handling system. With over 20 years experience selling automation systems in heavy industry, had he won the order, it would have easily put him over his target quota for 2011 and significantly boosted his incentive payout. Now, with less than 3 months before the end of the year, he was unlikely to meet his target for the year. The senior account manager wanted to understand what had gone wrong, and to learn from the experience, to avoid repeating it. What should he have done differently?

This short (B) case gives an update on the progess that MINT has made at NYP since the end of the (A) case.