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- January 2023
- Case
Velong: Rethinking 'Made in China'
By: Krishna G. Palepu, Nancy Hua Dai and Billy Chan
Velong is a supplier of kitchen equipment and backyard grills for major global brands and store brands of large western retailers. In light of the COVID-related disruptions to the global supply chains, and the evolving trade tensions between China and the Western...
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Keywords:
Globalization;
Supply Chain Management;
Risk Management;
Manufacturing Industry;
China;
India;
Mexico;
Turkey;
Viet Nam
- November 2022 (Revised January 2023)
- Case
The Globalization of Manchester City Football Group
By: Maria P. Roche, Tiona Zuzul, Exequiel Hernandez and Amy Klopfenstein
This case describes the efforts of City Football Group (CFG) to purchase Esporte Clube Bahia (Bahia), a Brazilian professional soccer club. CFG’s strategy was to acquire under-performing clubs worldwide, invest money in high-profile players, and improve the teams’...
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Keywords:
Business Ventures;
Acquisition;
Business Conglomerates;
Geography;
Geographic Location;
Geographic Scope;
Globalization;
Global Strategy;
Globalized Markets and Industries;
Markets;
Demand and Consumers;
Marketing;
Brands and Branding;
Organizations;
Organizational Change and Adaptation;
Sports;
Strategy;
Competition;
Competitive Advantage;
Diversification;
Expansion;
Sports Industry;
Europe;
United Kingdom;
England;
South America;
Brazil
- October 2022
- Supplement
The SAH Group: The Time is Right, Instructor Spreadsheet
By: Juan Alcacer and Alpana Thapar
In January 2021, Jalila Mezni, CEO of the SAH Group, was preparing to present the company’s future growth plans to its board of directors. The Tunisian company was a leading producer and distributor of personal care and packaged hygiene products. In 2019, it expanded...
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- October 2022
- Supplement
The SAH Group: The Time is Right, Spreadsheet Supplement
By: Juan Alcacer and Alpana Thapar
In January 2021, Jalila Mezni, CEO of the SAH Group, was preparing to present the company’s future growth plans to its board of directors. The Tunisian company was a leading producer and distributor of personal care and packaged hygiene products. In 2019, it expanded...
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- July 2022
- Case
FIJI Water: Carbon Negative? (Abridged)
In the midst of increasing press scrutiny of the bottled water industry’s environmentally harmful practices, FIJI Water made a series of sustainability promises. The boldest of these was a pledge to go “carbon negative.” The company said that not only would they offset...
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Keywords:
Carbon Footprint;
Carbon Offsetting;
Environmental Accounting;
Climate Change;
Environmental Sustainability;
Pollution;
Cross-Cultural and Cross-Border Issues;
Misleading and Fraudulent Advertising;
Non-Governmental Organizations;
Brands and Branding;
Food and Beverage Industry;
Fiji;
United States
- July 2022
- Teaching Note
Arçelik (A), (B): From a Dealer Network to an Omnichannel Experience
By: Ayelet Israeli, Fares Khrais and Menna Hassan
Arçelik Turkey, the country’s market leader in household appliances, was at an omnichannel crossroads in January 2020. Arçelik was a B2B player utilizing a dealership network with an umbrella of brands and had one of the largest brick-and-mortar store networks in...
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Keywords:
Digital Marketing;
Bricks And Mortar;
Franchise Management;
Franchising;
Dealer Network;
Dealers;
B2B;
B2B2C;
Tradition;
Culture Change;
Cultural Adaptation;
Omnichannel;
Omnichannel Retail;
Omni-channel;
Omnichannel Retailing;
Sales Channels;
Sales Channel Development;
Channel Management;
Channels Of Distribution;
Marketplace;
Platforms;
Collaboration;
Online Channel;
Online Data;
Online Sales;
Online Shopping;
Online;
Retail;
Retailing;
Disruption;
Transformation;
Franchise Ownership;
Change Management;
Partners and Partnerships;
Consumer Behavior;
Sales;
Internet and the Web;
Marketing Strategy;
Conflict and Resolution;
Conflict Management;
Organizational Culture;
Distribution Channels;
Digital Transformation;
Electronics Industry;
Retail Industry;
Consumer Products Industry;
Turkey
- June 2022
- Case
The SAH Group: The Time is Right
By: Juan Alcacer and Alpana Thapar
In January 2021, Jalila Mezni, cofounder and CEO of the SAH Group, was preparing to present the company’s future growth plans to its board of directors. The Tunisian company was a leading producer and distributor of personal care and packaged hygiene products. In 2019,...
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- March 2022 (Revised November 2022)
- Case
Emeritus: Achieving Impact, Providing Access (A)
By: Ashish Nanda and Zack Kurtovich
In June 2019, Emeritus cofounders Ashwin Damera (HBS MBA 2005) and Chaitanya (Chait) Kalipatnapu were thrilled with the growth of their start-up. Eruditus, formed in October 2010 to provide in-person executive education, had established itself in the market and was...
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- March 2022
- Teaching Note
Supreme: Remaining Cool While Pursuing Growth
By: Jill Avery and Sandrine Crener
Teaching Note for HBS Case No. 522-006. Following VF Corporation’s acquisition of cult streetwear brand Supreme, consumers and industry pundits were nervous that becoming part of a large, public corporation would put an end to Supreme’s slow and careful growth...
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- March 2022
- Teaching Note
Farfetch: Digital Transformation for Luxury Brands
By: Jill Avery and Sunil Gupta
Teaching Note for HBS Case No. 522-051. Farfetch, a global luxury technology platform and digital marketplace had been surfing the wave of digital transformation in the luxury fashion industry since 2008. While the company’s stock price and market valuation had...
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- February 2022 (Revised February 2023)
- Case
TikTok in 2020: Super App or Supernova? (Abridged)
By: Jeffrey F. Rayport, Dan Maher and Dan O'Brien
TikTok’s parent company, ByteDance, was launched in 2012 around a simple idea—helping users entertain themselves on their smartphones while on the Beijing Subway. In less than a decade, it had become one of the world’s most valuable private companies, with investors...
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- February 2022
- Case
Paul Polman
By: Elizabeth A. Keenan, Youngme Moon and Susie Ma
Over his 40-year career, Paul Polman had led some of the world’s largest consumer goods companies, making his biggest mark as CEO of Unilever—a multi-national corporation that produced everything from soap to soup. Polman was also well-regarded as a leader in corporate...
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- February 2022
- Case
Toraya
By: Lauren Cohen and Akiko Kanno
Mitsuharu Kurokawa was the 18th generation leader of a family firm that produced and sold premium Japanese sweets, Toraya Confectionery Co., Ltd. He had succeeded the business from his father, Mitsuhiro Kurokawa who had led the firm for thirty years. Mitsuharu was...
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- February 2022 (Revised September 2022)
- Case
InstaDeep: AI Innovation Born in Africa (A)
By: Shikhar Ghosh and Esel Çekin
Karim Beguir and Zohra Slim were the co-founders of InstaDeep, a deep tech startup focusing on artificial intelligence (AI) solutions. Instadeep was one of the few companies globally that were partnering with DeepMind, an AI subsidiary of Google [Alphabet Inc.]....
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- February 2022 (Revised July 2022)
- Supplement
InstaDeep: AI Innovation Born in Africa (B)
By: Shikhar Ghosh and Esel Çekin
Karim Beguir and Zohra Slim were the co-founders of InstaDeep, a deep tech startup focusing on artificial intelligence (AI) solutions. Instadeep was one of the few companies globally that were partnering with DeepMind, an AI subsidiary of Google [Alphabet Inc.]....
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- January 2022
- Case
FIFA and The World Cup: The Future of Football
By: Anita Elberse, Oliver Band and Howard Johnson
Should FIFA host its biggest event—the FIFA World Cup—every two years instead of every four, as it has been doing since the event’s inception in the 1930s? In September 2021, Gianni Infantino, the president of the International Federation of Association Football...
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- December 2021
- Case
Green Monday
By: José B. Alvarez, Billy Chan and Dawn H. Lau
This case describes the entrepreneurial journey of David Yeung, from campaigning for plant-based diets to building Green Monday, a purpose-driven business and an ecosystem based in Hong Kong comprising a retail platform, an alternative meat brand (“OmniPork”), a...
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- November 2021
- Case
The Wolf in Cashmere: LVMH's Bid to Acquire Tiffany
By: Stuart C. Gilson and Sarah L. Abbott
In November 2019, the iconic U.S. jeweler Tiffany agreed to be acquired by the luxury goods conglomerate LVMH. The $16.6 billion transaction was scheduled to close in mid-2020. However, in 2020, the global COVID-19 pandemic took a toll on the luxury goods sector. In...
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- November 2021 (Revised December 2022)
- Case
Farfetch: Digital Transformation for Luxury Brands
By: Sunil Gupta, Jill Avery, Elena Corsi and Federica Gabrieli
Farfetch, a global luxury technology platform and digital marketplace had been surfing the wave of digital transformation in the luxury fashion industry since 2008. While the company’s stock price and market valuation had fluctuated since its IPO in 2018, it had...
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Keywords:
Digital Marketing;
Marketplaces;
Retailing;
Internet Marketing;
E-Commerce Strategy;
Marketing;
Marketing Strategy;
Marketing Channels;
Brands and Branding;
Luxury;
Growth and Development Strategy;
Digital Transformation;
E-commerce;
Apparel and Accessories Industry;
Beauty and Cosmetics Industry;
Fashion Industry;
Retail Industry;
Web Services Industry;
Technology Industry;
United Kingdom;
Europe;
Portugal;
China
- November 2021
- Case
Tommy Hilfiger Adaptive: Fashion for All
By: Elizabeth A. Keenan, Sandra J. Sucher and Shalene Gupta
In Fall 2017, Tommy Hilfiger launched Tommy Hilfiger Adaptive, a line of adaptive and inclusive fashion apparel intended to make dressing easier. Now, Tommy Hilfiger is planning to launch Tommy Hilfiger Adaptive internationally in early 2020. The prospect of making...
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Keywords:
Marketing And Society;
Brands;
Fashion;
Inclusion;
Consumer;
Corporate Social Responsibility;
Retail;
Apparel;
Disability;
Accessibility;
Marketing;
Brands and Branding;
Marketing Communications;
Product Marketing;
Social Marketing;
Product Launch;
Product Positioning;
Marketing Strategy;
Social Enterprise;
Society;
Corporate Social Responsibility and Impact;
Social Issues;
Consumer Behavior;
Fashion Industry;
Consumer Products Industry;
Apparel and Accessories Industry;
Retail Industry;
United States;
North America