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When Dalian Wanda Group of China announced its plan to acquire the AMC Entertainment theatrical exhibition chain in the United States, many people in the U.S were mystified. Unlike China where theatrical exhibition was experiencing rapid growth, the U.S. market was viewed as mature, and rapidly changing technology was giving consumers a widening range of choices for movie viewing. AMC was owned by a group of private equity firms, and their pessimistic view of the industry influenced their strategies and investment decisions. AMC's management team had yet a different view on the prospects of the industry. Thus three present or potential stakeholders, all looking at the same data, had distinctly different views of future prospects. How could this be? The (B) case looks at AMC's performance in the year after the acquisition.

Supplement case for KEL366.

This epilogue accompanies case 2029.0. In 2011, Dillon Beresford, a computer security expert, discovered a series of new vulnerabilities impacting components of widely used industrial control systems. These new previously unknown vulnerabilities-what are known as "zero-days"-were potentially very serious. Zero-day vulnerabilities are key components of computer viruses, worms, and other forms of malware. Vendors and security firms seek these flaws in order to patch and fix insecure software and hardware. Increasingly, however, nation sates and criminals purchase zero-days from independent security researchers in order to develop new destructive cyberweapons and capabilities. Managing the growing trade in zero-day vulnerabilities is a key challenge for policymakers and corporate leaders. The case follows Beresford as he discovers a set of new zero-days and considers the different disclosure options available to someone in his position. The case reviews the mix of incentives that might encourage or discourage the discoverer of a new zero-day to: (1) disclose the flaw to the vendor of the insecure software or hardware privately; (2) disclose the flaw to the public, without notifying the vendor; (3) pursue a hybrid-strategy known as responsible or coordinated disclosure; (4) or opt to sell the vulnerability. The case illuminates the different costs and benefits of each of these approaches for the security researcher, the vendor of the flawed software or hardware, and the public at large. Ultimately, the case asks students to consider which model of disclosure is most beneficial for the public and to consider what policy levers are most useful in supporting that model. Case number 2029.1

Supplement to case LBS168

The case expands its companion case, "Al-Shabaab, Gatekeepers, and the Ethics of Humanitarian Aid" (ETH-1), from the level of individual-within-organization to the level of organization-within-political system. The dire need for humanitarian assistance to Somalia's hundreds of thousands of internally displaced persons (IDPs) was confounded by the presence of a government that seemed hopelessly weak. Weak governmental institutions created a power vacuum largely filled by Al-Shabaab, a jihadist group with geo-political and religious ambitions. The conditions insisted on by Al-Shabaab gatekeepers and their senior leaders (shura) resulted in the eviction of several NGOs from Somalia. Their reluctant exit left many other humanitarian aid organizations to contemplate whether "negotiating with terrorists" was worth it when such negotiations perpetuated the system of corruption, oppression, and physical danger.

In early 2009, the Obama administration and the Democratically-led Congress began working on what would eventually become the Affordable Care Act. The (A) case in this series discusses the legislative strategy in the House of Representatives, where three different committees each had jurisdiction over health care legislation.

This case supplements "Sanford C. Bernstein Goes to Asia." Updates readers on Ghislain de Charentenay's first full year as director of Asian Research at Sanford C. Bernstein in Hong Kong and actions taken by the firm in FY2013.

This is a supplement to case (A) 9B14M082.<br><br>The CariCRIS cases depict the strategic dynamics and market entry challenges of setting up a first-of-its-kind venture by an Indian credit rating agency in a multi-country setting in the Caribbean. While Case (A) focuses on pre-market launch strategic dilemmas, Case (B) traces the continuing obstacles to the firm’s market development subsequent to its launch and the critical issues that confront the management team at a juncture when a change of leadership is imminent. The cases also seek to highlight legitimacy issues that could confront a start-up with dominant emerging-market credentials in entering another emerging, but geographically and culturally distant market.

This three-part case traces Carrie Wagner's career in a single, large international package delivery company over a 30-year period during which she rose through the ranks from a student's summer job to senior executive positions. Part (B) - Towards Senior Management (4 p.) - This section details Carrie's career from the age of 30 to 45, where she climbed several management levels up to the position of Executive Director.

This three-part case traces Carrie Wagner's career in a single, large international package delivery company over a 30-year period during which she rose through the ranks from a student's summer job to senior executive positions. Part (C) - Cutting the Cord? (5 p.) - At 46, Carrie is seen as a potential VP, and reluctantly accepts a job as head of Human Resources, reporting to the President and his first VPs. The case describes the challenges of this new position for Carrie and how she finds it difficult to work in an advisory role that is disconnected from operations. After five years in this position, she becomes aware of an opportunity outside the company that piques her interest. This opportunity, combined with several other considerations, including professional as well personal factors, lead Carrie to wonder whether she should not give up on a possible VP position and ""cut the cord"" with the company where she has worked for 30 years.

Growth Hacking at Bazaart (B)" provides a brief update of what has transpired at Bazaart since the timing of "Growth Hacking at Bazaart (A).

The case builds on the earlier A case which described the origins of the Turkish business group established by Vehbi Koç before 1988. This case takes the story forward to 2012 as the Koç group was led by Vehbi's son Rahmi followed by his grandson Mustafa. It explores both the professionalization of the management, and a radical restructuring of the business portfolio as the group refocused on five core sectors. The case also examines the start of the group's globalization strategy which was focused on the white goods affiliate Arçelik.

Supplement to case LBS124. This is part of a case series. John Erceg was in a quandary. It was a sunny spring day in Barcelona in April 2010, and he'd been negotiating for several weeks with a possible buyer for the company that he'd created from scratch and built over the past seven years. Apart from buying two Barcelona apartments that got him started - thanks to his then girlfriend and now wife Lucia's good credit and a couple of hefty mortgages - and apart from maxing out a couple of credit cards in the early days and personally funding small losses in the early years, Erceg had not invested a single euro in an online travel agency business for which he had just been offered 17.3 million euros. The offer from GoTravelNow had come as a complete surprise. EnGrande, as Budgetplaces' corporate entity was called, was growing fast and was highly profitable, and Erceg wasn't sure what to do. After weeks of negotiations, he had managed to improve the cash portion of the offer to 8.5 million euros. 'A life-changing amount of security for seven years worth of work,' he thought. Should he take the offer that was on the table? It was time to decide.

Supplement to case LBS124. This is part of a case series. John Erceg was in a quandary. It was a sunny spring day in Barcelona in April 2010, and he'd been negotiating for several weeks with a possible buyer for the company that he'd created from scratch and built over the past seven years. Apart from buying two Barcelona apartments that got him started - thanks to his then girlfriend and now wife Lucia's good credit and a couple of hefty mortgages - and apart from maxing out a couple of credit cards in the early days and personally funding small losses in the early years, Erceg had not invested a single euro in an online travel agency business for which he had just been offered 17.3 million euros. The offer from GoTravelNow had come as a complete surprise. EnGrande, as Budgetplaces' corporate entity was called, was growing fast and was highly profitable, and Erceg wasn't sure what to do. After weeks of negotiations, he had managed to improve the cash portion of the offer to 8.5 million euros. 'A life-changing amount of security for seven years worth of work,' he thought. Should he take the offer that was on the table? It was time to decide.

Supplement case for W14593.

This case describes the post-M&A integration of Adisseo of France in 2006 by Bluestar Group, the largest subsidiary of ChemChina (a Fortune 500 company) until 2013. Adisseo was mainly engaged in production of methionine, a feed additive, while China had no methionine production and had relied on its import for a long time. After acquiring Adisseo, Bluestar started to integrate Adisseo, change its executives and sent executives and technical staff to study at Adisseo, expanded Adisseo's production capacity in France and Spain, supported Adisseo in its M&A of the upstream businesses in France, and so on. More importantly, Bluestar and Adisseo jointly started a new methionine project in Nanjing, China, in 2010. In the construction of the Nanjing project, Bluestar reached a successful integration with Adisseo through project team establishment, organization structure replication, management system and institution transplantation and improvement, communication with the trade union, and fusion of organizational cultures. Additionally, in the years of the post-M&A integration, Bluestar and its parent company ChemChina realized remarkable upgrading and development. While Chinese methionine market maintained growth momentum, Adisseo was facing overcapacity of the whole industry and needed to consider the road of future development.

Supplement case for W14584.