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Supplement to case AN0017. The Yasuní-ITT (Ishpingo-Tambococha-Tiputini) Trust Fund was established to receive contributions from donors supporting Ecuador's historical decision to permanently relinquish the extraction of crude from the ITT oil block, a field located at the Ecuadorean Amazonia's Yasuní National Park (YNP) that was estimated to hold a reserve of 846 million barrels of oil. Contributions would be used to fund renewable energy projects and sustainable development investments, such as deforestation reduction and ecosystem preservation in Ecuador's Amazon region. Thus, appealing to a global spirit of shared responsibility, President Rafael Correa's government requested that the international community compensated Ecuador with US$ 3.6 billion (paid over a 13-year period) to cover half of the revenues the country would fail to receive as a result of its decision to relinquish oil extraction at ITT. International contributions would be viewed as a compensation for Ecuadoreans' sacrifice, which would bring significant public benefits for the entire planet, including a less contaminated atmosphere. This case consists of three parts and has been designed for a two-session discussion. Sections A and B may be discussed during a first 90-minute class and require no previous preparation from students. These sections focus on encouraging class participants to make a critical analysis of the type and amount of information necessary to make a decision. Section C will be discussed in a second 90-minute session and requires students to prepare this case beforehand, making the necessary financial calculations for this analysis. Part B focus on the analysis of processes used to request relevant information about a project.

Supplement to case AN0017. The Yasuní-ITT (Ishpingo-Tambococha-Tiputini) Trust Fund was established to receive contributions from donors supporting Ecuador's historical decision to permanently relinquish the extraction of crude from the ITT oil block, a field located at the Ecuadorean Amazonia's Yasuní National Park (YNP) that was estimated to hold a reserve of 846 million barrels of oil. Contributions would be used to fund renewable energy projects and sustainable development investments, such as deforestation reduction and ecosystem preservation in Ecuador's Amazon region. Thus, appealing to a global spirit of shared responsibility, President Rafael Correa's government requested that the international community compensated Ecuador with US$ 3.6 billion (paid over a 13-year period) to cover half of the revenues the country would fail to receive as a result of its decision to relinquish oil extraction at ITT. International contributions would be viewed as a compensation for Ecuadoreans' sacrifice, which would bring significant public benefits for the entire planet, including a less contaminated atmosphere. This case consists of three parts and has been designed for a two-session discussion. Sections A and B may be discussed during a first 90-minute class and require no previous preparation from students. These sections focus on encouraging class participants to make a critical analysis of the type and amount of information necessary to make a decision. Section C will be discussed in a second 90-minute session and requires students to prepare this case beforehand, making the necessary financial calculations for this analysis. Part C delves into the following areas: 1. Financial valuation of oil exploitation projects; 2. Examining agreements and their compatibility with signing agents, and 3. Analyzing the social and political threats that may jeopardize a project.

Supplement to case W14754.

Supplement case for W15088.

Supplement to case A00104. Launched in 2005, Aava natural mineral water is the second largest brand in the Indian natural mineral water market. Over the years brand has established its volume leadership in its product category. The case discusses the dilemma faced by the top management in dealing with the issues related to brand positioning of Aava. The company's top management has to decide on how to position Aava in the market so as to create premium image and aspirational appeal for the brand.

Supplement to 9B15M022.

Costly Train Journey (A) tells the story of an MBA student who on graduation started an investment banking job in the City. He was successful in his first few years but commuting into London he continued to dodge the train fare until he was caught by ticket inspectors. He was asked to pay £43,000 in avoided fares or face prosecution. Costly Train Journey (B) reveals that the (A) case is based loosely on the experience of Jonathan Burrows a Managing Director at Blackrock Asset Management. Investigated by the Financial Conduct Authority, Burrows was judged to have failed its "fit and proper" test and banned from working in financial services.

Supplement to case IMD780. This three-part case series examines the change management challenge of putting corporate marketing at the top of the corporate executive suite (C-suite) agenda in a business-to-business (B2B) multinational. It follows the four-year journey, from 2010 to 2014, of Mauricio Adade, the newly appointed chief marketing officer (CMO) of Royal DSM - a global leader in life sciences and material sciences headquartered in the Netherlands. The case series, together with the video supplement, delves into the issues faced by the company's top leadership, including Adade, in its effort to transform a diversified industrial company into an organization with best-in-class marketing and sales capabilities. Case B focuses on the implementation journey during the period 2011-2014. Adade and his team adopted a new plan of action and positioned the corporate marketing department as a partner that worked with the business groups to deliver projects with quantifiable results. Did the new strategy work?

Supplement to case IMD780. This three-part case series examines the change management challenge of putting corporate marketing at the top of the corporate executive suite (C-suite) agenda in a business-to-business (B2B) multinational. It follows the four-year journey, from 2010 to 2014, of Mauricio Adade, the newly appointed chief marketing officer (CMO) of Royal DSM - a global leader in life sciences and material sciences headquartered in the Netherlands. The case series, together with the video supplement, delves into the issues faced by the company's top leadership, including Adade, in its effort to transform a diversified industrial company into an organization with best-in-class marketing and sales capabilities. Case A begins by highlighting the culture and organizational structure of Royal DSM and the decision to raise the profile of headquarters-based corporate marketing, with the appointment of Adade in 2010. It discusses the marketing and sales excellence project launched by the new CMO during his first year at the helm and concludes by putting the spotlight on the resistance posed by the company's most powerful stakeholders: the business group leaders. Case B focuses on the implementation journey during the period 2011-2014. Adade and his team adopted a new plan of action and positioned the corporate marketing department as a partner that worked with the business groups to deliver projects with quantifiable results. Did the new strategy work? Case C provides an update on the replacement of Adade (announced in December 2014) and allows for a discussion on the challenges that lie ahead for the new CMO and the organization as a whole.

A young graduate student finds himself in hot water when he is sued by John Wiley & Sons, Inc., for reselling textbooks overseas for a profit. This case explores the first-sale doctrine-a section of the Copyright Act of 1976-as well as citation of three additional decisions. The B case reveals the Supreme Court verdict. This case is used in a business law course elective at the McIntire School of Commerce.

A medical device startup seeks to complete its clinical trials with very little startup funding and a small staff when compared to its competitors.

Supplement to 9B15C026.

Leaders of the many Fortune 500 firms headquartered in Minneapolis-St. Paul have a long history of engaging collectively, and with educational, political and social leaders, to deal with important community issues. Focusing on the participation of leading CEOs in the 2008-2011 Minnesota Education and Learning Foundation's efforts to promote early childhood education for low-income children, this case series explores the nature of their engagement and source of their sustained commitment.

Leaders of the many Fortune 500 firms headquartered in Minneapolis-St. Paul have a long history of engaging collectively, and with educational, political and social leaders, to deal with important community issues. Focusing on the participation of leading CEOs in the 2008-2011 Minnesota Education and Learning Foundation's efforts to promote early childhood education for low-income children, this case series explores the nature of their engagement and source of their sustained commitment.

Part (B) of the case covers a specific project that SimpliFlying is handling. By November 2011, SimpliFlying had developed into a reputed aviation marketing strategy consulting and training firm. Estonian Airline's social media loyalty programme was not only SimpliFlying's second major airline project, but also the first airline loyalty programme in the world to be driven purely by social media. Despite the challenging timeline - only eight weeks from conceptualisation to launch - SimpliFlying had managed to deliver beyond expectations. However, Nigam had to consider if the approach he had used was the best way to implement bigger projects going forward.

Part (A) of the case is about how Shashank Nigam, CEO of SimpliFlying Pte Ltd, a company based in Singapore, searches for the corporate strategy and vision for his company. SimpliFlying was founded in March 2008, and was originally a blog, which commented on issues in marketing aviation. After thinking about how he could find a niche for his business, Nigam decided to sell his company's services by combining the three pillars of aviation, marketing and technology through social media. However, he recognised that he still needed to decide on the long-term positioning of the company - should SimpliFyling focus on strategy consulting, or strategy execution (agency) work, or both. At the same time, Nigam's company was also receiving calls from hotels to help them with branding projects. In the end, Nigam decides that the company should handle business that was related to aviation strategy only. Part (B) of the case covers a specific project that SimpliFlying is handling. By November 2011, SimpliFlying had developed into a reputed aviation market strategy consulting and training firm. Estonian Airline's social media loyalty programme was not only SimpliFlying's second major airline project, but also the first airline loyalty programme in the world to be driven purely by social media. Despite the challenging timeline - only eight weeks from conceptualisation to launch - SimpliFlying had managed to deliver beyond expectations. However, Nigam had to consider if the approach he had used was the best way to implement bigger projects going forward.

The Tiny Prints case describes the founding of the online stationery company in 2004, through its growth and evolution to 2007. The three cofounders bootstrapped the company from the beginning, primarily so that they could retain control over the decision-making and strategic direction of the company. While that decision allowed the cofounders flexibility and independence, it also led to capital constraints and a "good enough" culture that had a variety of positive and negative implications for the company. Ultimately, Tiny Prints was able to grow because of its very specific focus on the birth announcement, and later holiday, market, an emphasis on customer service and innovations in design and distribution. As of 2007, the founders faced questions regarding their future growth strategy, particularly given increasing competition in the market, and were at an inflection point where they needed to consider the important decision of bringing in outside capital. Part B of the case explores the management team's decision to move forward with a purchase offer from Shutterfly or to maintain control of the company and continue to grow organically.

Unilever has successfully rolled out an initiative to sustainably source Lipton tea, and Unilever CEO Paul Polman is wondering if the company could apply the same concepts to its wider portfolio of products. The move has triggered change throughout the industry, but questions remain as to whether sustainable sourcing would be as successful with other products. Lipton's strategy of maintaining price point (shrinking margins) while increasing sales may not be a viable option for Unilever's other brands. There may be pieces of the supply chain where a sustainability program would lead to higher costs. If Unilever scaled the initiative to the rest of the organization, it had to find a way to integrate sustainability into its corporate strategy, reduce environmental impact, and boost social good, all while increasing profits.

The case describes the decision of Omar Selim to set up Arabesque as an independent organization and how he organized Arabesque to use both financial and environmental, social and governance (ESG) data in order to deliver performance for its clients. Supplement to case 115021.