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Supplement to 9B14A042.

The second of a three-case series, this is a classic business-government relations (BGR) challenge for Southwest Airlines. The A case took the student from the problems SWA had with competitors and the Civil Aviation Board in the early years of attempting to fly through the passage of the Wright Amendment in the late 1970s. It then updated the situation 25 years into the future when SWA was a big airline, and the events of September 11, 2001, hurt the short-haul business of low-cost airlines. This case affords the opportunity to update the analysis performed in the A case in the context of almost every strategic and political aspect of Southwest and Love Field having changed.

Axis Bank is India's third largest private sector bank. In April 2009, Shikha Sharma, an outsider was appointed as its CEO. She took over from a person who had overseen ten years of rapid growth at the bank. The selection of an outsider as the new CEO surprised many inside and outside the bank. Sharma changed the bank's hierarchical culture, strengthened the core team by appointing new talent where needed, sought to build its core processes and infrastructure, and filled several gaps in its business portfolio. Despite these changes, the stock market continues to undervalue Axis Bank compared with its chief rivals. In light of this, Axis Bank needs to figure out what more it needs to do to ensure that the market values the franchise correctly.

The case deals with marketing research study undertaken to introduce a new product in the market. The company was planning to introduce Cerenity, a toilet seat sanitizer for women who frequently use shared restrooms. The case discusses the conclusive study undertaken involving quantitative marketing research. The research team carried out quantitative survey and collected the data. It applied various quantitative research methods such as factor analysis, multiple regression, cluster analysis and conjoint analysis for analysis the collected and drawing managerial inferences.

This is a follow up of 'Ramesh and Gargi (A)'. Part A describes the deterioration of the relationship between three people in an organization. Ramesh, Learning and Development Head, Chrysalis Pharmaceuticals, feels that he is being eased out of the company and being replaced by a new, young, and very competent woman employee, Gargi. In Part A of the case it is unclear whether Ramesh is going to leave the organization or stay on. . Part B of the case reveals that there were no plans to replace him. The losses for the individual and the organization were unnecessary.

Supplement to case SMU117. Part B of this case series takes place in December 2008, a little more than a year following the events of part A. Although significant progress has been made since then, the Comfort One Rinse range has not yet reached 50% market penetration ... though neither has Downy. The biggest obstacle is rural activation. What more can Nguyen do to push into the rural market?

Case A describes the development from concept to production of the world's first and smallest hand-held espresso machine. It shows the importance the role of prototyping plays in developing an innovative product, capturing the phases and decisions involved along the design path. The machine is ready for tooling and the CEO of Nielsen Innovation must decide to bring the product to market. Should it be licensed as they had done with other products they had designed? Or should they create a stand-alone business? Case B describes how and why the team started a spin-off company for the Handpresso machine, and managed to grow the business in a short space of time.

Case A offers an overview and Case B explores specific aspects of a major Indian construction firm which seeks to use corporate social responsibility as a strategic tool in its quest for rapid growth at home and abroad. Source materials include on-site interviews of the firm's executives, line managers and workers in Delhi, Mumbai and Lavasa, as well as corporate reports, scholarly articles, and domestic and international press articles.

The case represents a role-play simulation in which a team of up to 7 participants acts as a board of directors of a privately-owned company. The board has to discuss and make decisions about its Chairman's resignation. The latter asked to step down after an internal crisis unfolded following the Chairman's media interview in which he criticized the country's President. The board comprise two company founders and 5 independent directors including the Chairman.

This case, a follow-up to Cancer Treatment Centers of America (A), HBS No. 313-012, begins with the debate over New Hampshire's certificate-of-need (CON) law, which restricts hospital expansion. This debate ignited significant public criticism of Cancer Treatment Centers of America (CTCA), a for-profit chain of five cancer-focused hospitals that had previously won a CON exception in Georgia, over its for-profit status and low acceptance of government-insured patients. The case also introduces the controversy over CTCA's cancer treatment outcomes-reporting practices, as well as the disparities in outcomes-reporting practices by cancer treatment providers generally. By providing perspectives on both sides of the issues, the case allows students to debate and draw their own conclusions about whether organizations like CTCA should be granted CON exceptions and whether the criticisms of its patient-acceptance and outcomes-reporting practices are well founded.

Within 3 minutes of releasing its Q4 and year-end earnings, Regina Broadband's stock was down by over 25%. The company's CEO and CFO realized they needed to quickly reframe and sharpen the message they would be giving to Regina's shareholders and investors during that afternoon's conference call, scheduled to take place in 15 minutes.

In late October 2009, the U.S. Preventive Services Task Force (USPSTF), an independent panel of primary care experts, was preparing to release their updated guidelines for the use of screening mammograms, which were given to women in an attempt to detect evidence of breast cancer at a treatable stage. The new guidelines, based on rigorous scientific research and tests, now recommended routine screening starting at age 50 rather than at age 40. The challenge the USPSTF faced was that this shift in the recommended starting age was likely to spark significant debate among medical professionals and in the press.

In late October 2009, the U.S. Preventive Services Task Force (USPSTF), an independent panel of primary care experts, was preparing to release their updated guidelines for the use of screening mammograms, which were given to women in an attempt to detect evidence of breast cancer at a treatable stage. The new guidelines, based on rigorous scientific research and tests, now recommended routine screening starting at age 50 rather than at age 40. The challenge the USPSTF faced was that this shift in the recommended starting age was likely to spark significant debate among medical professionals and in the press. Use with 9B14M020.

China Vanke's president and his team must decide on a plan of action after reviewing the quality issues the company faced in early 2012 after a series of highly publicized incidents concerning the quality of the homes they built.

China Vanke's president is considering whether and how the company might make further inroads into the commercial real estate sector, while continuing to lead in the residential sector. He is also considering whether to branch into overseas residential markets such as Hong Kong, Singapore, and the United States.

The case describes Vanke's response to the decisions posed in the A1, A2, and A3 cases and asks whether Vanke should expand its strategic scope by defining itself as an "urban facilities provider" rather than a "residential housing developer." The management team is also reviewing the company's forays in places such as Hong Kong, Singapore, the U.S., and Europe.

Supplement for Transforming Tommy Hilfiger (A), 714451.

Supplment to 9B14C018.

Supplement for W14020