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Using servers located in the United States, Google began offering a Chinese-language version of Google.com in 2000. The site, however, was frequently unavailable or slow because of censoring by the Chinese government. After extensive debate within the company, Google decided to offer a modified version of their site, Google.cn, using servers in China. Explores how Google and various foreign Internet companies entering the Chinese market responded to Internet censorship. Companies offering Internet services had to pledge not to circulate information that "damages the honor or interests of the state" or "disturbs the public order or destroys public stability." Google.cn did not include features that allowed users to provide content--it offered neither e-mail nor the ability to create blogs--since user-generated material could be seized by the Chinese government, putting individuals in jeopardy of being arrested. Google planned to exercise self-censorship, conform to Chinese laws, and be thoughtful about the services it provided. Along with other Internet companies, however, Google faced severe criticism and political pressure in the United States for what was seen as cooperating with Chinese government censorship. Google had to decide whether to change its operating policies and what to do about the criticisms.

Huawei was China's largest telecommunication equipment provider. It boasted annual revenue of US$6.7 billion in 2005, 60% of which came from international sales. Globally, Huawei had a strong position in the market for low-end routers and switches, offering products that were 40% cheaper than its competitors. However, unlike the threat from most Chinese companies, Huawei's threat came not from low-cost manufacturing but from low-cost engineering. Can Huawei leverage its strengths to climb up the technology value chain, replicating its success with low-end telecom networking in high-technology products and services? Can it build a global brand?

Banco Santander, Spain's largest commercial bank, announced in July 2004 the acquisition of Abbey National Bank, the fifth largest U.K. commercial bank. This transaction was the largest ever cross-border acquisition in European banking and would result in the 10th-largest bank in the world. Discusses the main sources of value creation from international expansion and acquisitions in the commercial banking industry. Also, highlights the barriers to integration within the single market of the European Union in a regulated service industry such as commercial banking.

Almost five years had passed since Goldman Sachs launched its innovative leadership development initiative called Pine Street. Focused primarily on developing Goldman's most senior managers, Pine Street had evolved significantly since its inception in November of 1999. Looking forward, there were a number of challenges. How would Pine Street remain valued in a culture where what you did yesterday doesn't matter much? The question every day is "What will you do for me today?" Early in May 2005, members of the Pine Street Board of Directors gathered for their quarterly meeting to address the dimensions of this challenge: First, its curriculum had to maintain the interest of an increasingly demanding internal clientele. Second, program content had to keep pace with the constantly changing requirements of a rapidly shifting competitive and regulator landscape. Third, Pine Street itself had to pursue creative ways of renewing its structure and people without compromising either its mission or its unique culture. Fourth, Pine Street had to retain the continued support of Goldman Sachs' senior leadership. Finally, as program offerings grew, so did fundamental questions of identity: After five years of evolutionary growth, what did the Pine Street brand mean to Goldman Sachs?

Describes a set of issues confronting the leaders of the Harvard Stem Cell Institute, an innovative cross-university effort to accelerate scientific discovery and translation in the domain of stem cells. Covers a wide range of topics, including understanding how science research gets funded, how politics affect research, how universities approach intellectual property, how countries (and states) compete for talent, and how therapies are developed.

Wan Chai, one of the oldest districts in Hong Kong, was appointed as one of the urban redevelopment areas in Hong Kong in 1998. The government had laid out various redevelopment plans in select sections within the district. Ever since the announcement, many community leaders, residents, and town planners have expressed the fear that Wan Chai would become an "air-conditioned glass box" if the historical buildings were torn down to make ways for high-rises. The government, on the other hand, made justifications to proceed with renewal and claimed that they have adopted a "people-oriented" approach to solve the social and cultural issues. Illustrates a classic case of disputes between policy and people in urban renewal projects and the dilemma of urban renewal and preservation of culture and community networks.

This case sets the stage for the 2012 case study "Constructing a Base-of-the-Pyramid Business in a Multinational Corporation: CEMEX's Patrimonio Hoy Looks to Grow." This revised 2006 case study explores Patrimonio Hoy in 2006, the sales, distribution, and savings program of CEMEX intended to serve Mexico's large self-construction housing market. CEMEX is currently the world's third largest cement producer. Over the years, Patrimonio Hoy has gone from a small, centrally-funded project to a US$25 million revenue generator for CEMEX. This case explores the initiative's opportunities for growth and expansion into new markets.

In December 2005, the vice-president of global sales and marketing for MedMira Laboratories in Halifax, Nova Scotia, has to decide whether to enter the over-the-counter (OTC) HIV testing market in the United States, if the company receives approval from the U.S. Food and Drug Administration. Entry into this market could potentially open the door to OTC sales of other infectious disease tests that MedMira could develop with its current technology. Not entering the market could result in shareholder disapproval and a significant missed opportunity. With the exception of China, the majority of the company's tests have been sold to hospitals and laboratories, therefore, U.S. OTC sales would require the development of new marketing and distribution expertise. It would also be a very expensive undertaking for such a small company with accumulated losses. If MedMira decides to enter the market, the vice-president of global sales and marketing would need to determine whether to go it alone or partner with Home Access Health Corporation, a Chicago-based company, which has the only FDA-approved at-home test system on market. There are also a number of ethical concerns surrounding at-home testing that would need to be addressed.

The Mountain Hardwear A, B, and C cases cover the founding and rise of the premium outdoor apparel and equipment manufacturer. The A case (set between late 1993 and 1999) addresses the company's founding, early brand development, and the particular characteristics of the outdoor apparel and equipment industry. The B case is set in 2003 and examines trends within that industry as well as the company's opportunity to be acquired by a larger, more diversified apparel company. The C case is set in 2006, and it examines Mountain Hardwear's athlete sponsorship program.

At age 47, with two decades of experience as a lead designer for a Fortune 500 fashion company, Liz Claiborne put her life savings on the line to form Liz Claiborne, Inc., a partnership that included her husband. A decade later, in 1986, Claiborne was CEO of her own Fortune 500 company, reaching that milestone faster than any other business up to that point in history. Because the company did not own any of the factories that made its clothing, Claiborne relied upon her detailed understanding of design and manufacturing processes to instruct successfully her American and offshore contractors on how to mass-produce designer clothing at affordable prices. Claiborne was an industry pioneer in many ways. She developed detailed customer feedback collection systems. She and her staff were in frequent contact with department stores to help them present her clothing in display and to customers. In the 1980s, after building up her designer brand name, Claiborne expanded her business through licensing arrangements with quality manufacturers of apparel, shoes, and accessories.

Focuses on the buyout of HCA by three private equity firms: Bain Capital, KKR, and Merrill Lynch Global Private Equity. It provides an opportunity to discuss a variety of issues related to leveraged buyouts including the process, the role of private equity, the incentives of the participants, the benefits to conflicting shareholders, and the valuation of the buyout.

In November 2005, Microsoft launched Xbox 360, its latest game console. It was an extraordinary event, not because of the glamorous business executives and journalists hanging around the event, the super cool festival mood soaking the Mojave Desert, or the graphic technologies dazzling the giant consoles surrounding the conference room. Rather, the air was filled with a mix of trepidation and excitement about the viability of the company's new strategy of moving beyond Windows-based PCs. Everybody in the room wondered whether the company could regain its past glory by entering new territories. What opportunities and challenges, they wondered, awaited the company in markets in which it did not have proprietary advantage? What specific strategies did it have to adopt to capitalize on the opportunities and counter the challenges? How best could Microsoft execute its diversification strategy?

Examines an acquisition in the highly competitive new media advertising industry in China in late 2005. The transaction leads to eventual consolidation of the industry and a positive stock market reaction. Discusses valuation in the context of an M&A transaction in an emerging economy and the role of private equity and venture capital in the development and the eventual consolidation of the new media advertising industry. Provides a context in which to discuss antitrust regulation, or lack there of, on an industrial organization in China.

Kendall Square Research was a small competitor in the supercomputer industry. Sales grew rapidly in 1992 and early 1993 and the company sold stock to the public for the first time. Analysts forecast higher earnings for 1993, then the company's revenue recognition practices were questioned and the answers were devastating.

Describes the retailer-supplier negotiations of Frey Farms Produce in its growth from a small local produce supplier to becoming a supplier for Wal-Mart, the world's largest retailer. The (A) case sets up three negotiations led by Sarah Talley of Frey Farms Produce in order to sell produce to Wal-Mart, manage price expectations during a difficult growing season, and deal with issues of co-management. The (B) case describes strategies, tactics, and the results of these negotiations, along with broader insights from the protagonist into a general approach to retailer-supplier negotiations.

Describes the negotiations by Howard and Marilyn Bollinger over supplying a new product line to Wal-Mart, the world's largest retailer. The (A) case outlines the Bollingers' development of their product, the Wallpockett, documents their negotiation preparation for dealing with Wal-Mart, and describes their negotiation challenges. The (B) case describes strategies, tactics, and the results of their negotiations with Wal-Mart and draws on their experience to provide a set of recommended approaches to retail-supplier negotiations.

Hedge fund SAC Capital and analysts from Gradient Analytics and Banc of America face charges of stock price manipulation from Biovail, a Canadian pharmaceutical company. Gradient and BofA produced negative reports on Biovail's earnings quality. At the same time, SAC built a large short position in the stock. The defendants must consider specific and general strategic responses to these allegations.

Gauri Nanda is the creator of an innovative new product: an alarm clock named Clocky that, in addition to ringing, rolls around the room in order to force its owner to get out of bed. Beset by media attention and consumer interest but still at least a year away from the ability to debut Clocky, Nanda must navigate a series of challenges and difficult decisions in order to effectively bring her product to market. These include positioning strategies, choosing the proper channel, potential partnerships, manufacturing issues, market analysis, and PR management.

D'Aquino Quimica S.A. is a Brazilian manufacturer of a broad line of cleaning chemicals and distributors of cleaning equipment for industrial and commercial uses. Mr. Gabany is evaluating a sales opportunity in the state of Pernambuco, where the Federal University has requested bids on a large cleaning services contract. The terms and size of this contract are very attractive. The transaction is, however, premised on D'Aquino's willingness to supply 40% of the order against cash payment on delivery, without invoice.

Ina Food Industry Co. Ltd was situated in Ina, Nagano Prefecture, and surrounded by the soaring mountains of Japan's Alps. Amidst this idyllic setting, Mr. Hiroshi Tsukakoshi, Ina Food's 68-year-old chairman, had led the company through an incredible 48 years of continuous revenue and profit growth. The company was a leading manufacturer of powdered agar, a traditional gelatin product derived from seaweed. In 2005, news about the medicinal benefits of agar led to a boom in demand, but Tsukakoshi felt that this was an unfortunate event and believed that if management was not preoccupied purely with revenue, and instead focused on establishing steady growth, the company would continue to exist for a long time. This in turn would please everybody who was directly or indirectly associated with the company. He was confident that Ina Foods was a new model for Japanese small- and medium-sized businesses under a new management philosophy that brought happiness to employees and community. He felt he had done a good job so far. The business had prospered and did not pose any urgent problems. But he also felt that he should not simply sit back and savor his success. There were tremendous growth opportunities and he knew operations should be improved before those opportunities could be targeted.