Airbnb, a rapidly growing peer-to-peer rental property platform, faces scrutiny and backlash for its actions after teenage guest, Jacob Lopez, claims to have been sexually assaulted by his host. The case discusses the struggles associated with a rapidly growing company in the sharing economy. To provide a proper framework for analysis, the case also details a brief history of Airbnb’s responses to similar previous incidents. How does Airbnb protect its guests from harm with little to no control over the behavior of its hosts? (Or, vice versa?) What communication tactics need to be implemented to respond to future hazardous incidents? 15 pp. Case #16-03 (2016)

In 2018, Amazon launches Amazon Go, a cashierless convenience store that showcases its AI-powered “Just Walk Out” system. Does Amazon Go have the power to disrupt the retail industry? How should Amazon communicate its intentions regarding AI? This case examines how a company might approach implementing an innovative, new technology.
6 pp. Case #18-01. (2018)

On January 15, 2012, Zappos, an Amazon subsidiary, was the victim of a purposeful hacking attack. CEO Tony Hsieh sent out a tweet, alerting customers that the systems had been penetrated and directing them to a letter with incident details and recommended customer actions. Given that security breaches have become an increasing concern due to the amount of data stored online, the public immediately criticized Zappos, and a class action lawsuit was filed. Tony Hsieh, and parent company CEO, Jeff Bezos, must decide if any additional payment is due to customers and how to retain brand equity and customer security going forward. Case # 12-01 (2012)

American Apparel, a multinational fashion retailer headquartered in Downtown Los Angeles,
looked to target the plus-size clothing customer segment in an effort to grow its stagnant sales. It
launched “The Next Big Thing,” a marketing campaign requiring contestants to submit modeling
shots for American Apparel’s online audience to vote on. Little did they know that their ad copy,
which utilized several puns as adjectives to describe larger women, would invoke a negative
response by media outlets as well as the incite members of the plus-size community. Nancy
Upton, a size-12-wearing student and actress based in Dallas, Texas, decided to join the contest
with a satirical entry, and created a blog. What happened next was a series of corporate
communication problems that revealed a deeper issue of cultural insensitivity rather than just a
poor choice of wording. 17 pp. #13-08 (2013)

After the successful 2010 launch of Apple’s iPhone 4, complaints of dropped calls and reduced
signal began to pour in from major tech blogs. Apple’s initial response was to deny it had a
hardware issue. Soon after, Consumer Reports released a review that labeled the device “Not
Recommended.” How can Apple address the problem while being forced to backtrack on several
communications missteps? (A Case, 9 pp; B Case, 3 pp) Case # 10-08 (2010)

On September 5, 2007, Apple, Inc.’s Steve Jobs announced a 33% price decrease in his company’s
newest gadget, the iPhone. The announcement came only ten weeks after the phone’s initial introduction
in late June. Billed as a revolutionary product that would change the mobile communications industry,
the iPhone retailed at $599 in Apple and AT&T Wireless stores throughout the country. Unfortunately,
the initiative set off a wave of backlash as early iPhone adopters flooded internet chatrooms and sent
scathing emails to company executives exclaiming their distaste for the company’s actions. Analysts and
investors shared similar concerns as Apple’s stock price dropped 6.1% on the date of the announcement
amidst fears that the price reduction was fueled by weakening demand for the company’s newest
"blockbuster" product. Going forward, Steve Jobs and his executive management team must develop a
strategy that will effectively respond to consumer complaints and simultaneously suppress investor
concerns. (A) Case, 14 pp. (B) Case, 3 pp. Case #08-05. (2008)

In an effort to gain market share and technological resources, AT&T and T-Mobile USA agreed to a merger that would create the largest mobile carrier in the country. Concerned about preserving competition in the wireless telecommunications industry, the U.S. Department of Justice has filed a lawsuit to block the transaction. AT&T’s management must now decide how to convince stakeholders that the benefits of a deal far outweigh the risks. Without this merger, AT&T would need to find an alternative way to remain competitive.

The United States’s second-largest wireless telecommunications provider attempts to create competitive advantage in the marketplace through a $39 billion merger with a top competitor. In pursuit of a merger with T-Mobile, AT&T ends up fighting allegations of uncompetitive practices and antitrust litigation from the U.S. Department of Justice. AT&T now looks for a strategy to promote the efficiencies of the deal and gain regulatory approval. Case # 12-02 (2012)

In the fall of 2011, Bank of America announced a plan to begin charging customers $5 per month on debit card accounts. The announcement met with sharp public outrage. Due to the backlash, Bank of America was faced with a difficult dilemma: proceed as planned and face a public relations nightmare - or cancel the fee program, lose billions, and be forced to answer to shareholders. (Case #13-04)

Bayer responds to concerns about Phenlypropanolamine (PPA) found in its key brand,
Alka-Seltzer Plus, by co-sponsoring a study to assess the safety of the ingredient. The study finds
that PPA does carry a risk, and the Federal Drug Administration requests a voluntary recall.
Bayer must confront the media’s distorted interpretation of the recall before it taints the
reputation of Alka-Seltzer Plus and other important Bayer brands. As it enters the peak season
for flu and cold medications, Bayer must also decide how to respond to a recall as it faces losses
from promotional campaigns and sales, as well as a loss in consumer confidence. 14 pp. Case
#01-13. (2001)

Maker’s Mark may be part of a premium spirits portfolio but maintaining its authentic history is still important to the brand. When faced with the challenge of growing demand and an insufficient supply of whiskey, the Maker’s Mark management teams needs to decide if diluting their whiskey is the best way to meet demand. (A) Case: 7 pp.; (B) Case: 2 pp. Case #13-10 (2013)

This case study focuses on Raelyn Campbell, a former Best Buy customer, who is suing the company for $54 million. Campbell states Best Buy lost her laptop - while being serviced for repairs - and tried to cover up its disappearance for more than five months. Additionally, Best Buy failed to address her concerns about identity theft when she acknowledged that years worth of tax returns were still on the missing laptop. The company must now decide how it will manage its image in response to this allegation and devise a communication strategy to further address customer concerns and privacy issues. 14 pp. Case #09-01. (2009)

An April 20, 2010 explosion on board the Deepwater Horizon offshore oil-drilling platform killed 11 workers, injured 17 and triggered a leak that spilled more than 206 million gallons of oil over 665 miles of coastline and 4,000 square miles of fishing waters. This case discusses the events that led to the disaster and oil spill in the Gulf of Mexico. It also outlines key figures within BP’s organization and how they factored into the long and difficult corporate communications process. (A) case, 13 pp. (B) case, 2 pp. Case # 11-04 (2011)

Campbell’s Soup Company released a statement on January 7, 2016 announcing its support of mandatory national labeling of products that may contain genetically modified organisms (GMOs), and became the first major food company to begin disclosing G.M.O. ingredients in its products. How will this affect sales, and what strategies should the company use in future to communicate its position in the GMO debate? 20 pp. Case #16-04 (2016)

In the early morning hours of November 8, 2010, fire broke out in the aft engine room of Carnival Splendor, a 113,300 ton passenger cruise ship carrying over 3,000 guests. Although the fire was quickly suppressed, Cruise Director John Heald and the ship’s crew found themselves stranded in the Pacific Ocean, 200 miles south of San Diego. With no electricity, poor sanitation, and spoiling food supplies, Carnival Cruise Lines must determine how best to manage this unforeseen event and ensure the safety of those onboard. This crisis management case exposes the reader to the decision-making and communication challenges faced by senior leaders in the tumultuous environment following such a crisis. Case, 8 pp. (2011)

On Friday, January 13th, 2012, around 9:40 p.m. local time, the Costa Concordia, a luxury cruise ship carrying 4,200 passengers, punctured its hull off the coast of Italy. What followed the collision was a chaotic evacuation, irresponsible actions from the ship’s captain, and a lack of communication from the parent company, Carnival, all leading to a public relations disaster. 14 pp. Case # 12-05

While conducting an internal audit, David Cruickshank, the newly-hired publisher of the Chicago Sun-Times, was faced with a chilling reality about how his newspaper was operating. Cruickshank uncovered data proving that the Sun-Times circulation figures – the lifeline of the paper’s advertising revenues – had been inflated for nine years. The credibility of one of the nation’s top publications was on the line, and Cruickshank needed to decide how to communicate this to his staff and, more importantly, to the world.

In the summer of 2012, Chick-fil-A President and COO Dan Cathy sparked controversy by sharing his biblical views on family and marriage with the Ken Coleman radio show and the Baptist Press. At one point, he asked for God’s mercy on a generation that holds “such a prideful, arrogant attitude” with “the audacity to define what marriage is all about.” Advocates of same sex marriage responded with a boycott, which then drew reactions from supporters of Cathy and traditional marriage. This case study explores the fallout after a corporate leader publicly speaks his mind on a contentious social issue. 16 pp. Case #12-11 (2012)

Following Chipotle’s meteoric rise to prominence in the Quick Service Restaurant sector,
management now faces a threat to their longstanding brand of “food with integrity.” Executives
must decide how to respond to government probes into their hiring of undocumented workers as
well as customer protests of those workers being fired. 9 pp. Case # 12-04 (2012)

In late 2015, Chipotle Mexican Grill experienced a large-scale food safety crisis. The company’s restaurants were identified as the source of an E. Coli outbreak that affected 14 states and led to more than 20 hospitalizations. Known for its Food With Integrity initiative, and having experienced a decade of explosive growth, the company’s livelihood was being threatened by the design of its own supply chain. Customers were scared, and the issue had attracted the attention of investors, regulators, and the national news media; Chipotle needed to respond. (A) 14 pp. (B) 3 pp. Case #16-05 (2016)
 

A product recall in the fall of 2013 sends Chobani, Inc. scrambling to fix the manufacturing problem, and address a flood of customer concerns. While the company successfully identifies the problem, recalls the product, and fields customers’ concerns within weeks, the adverse incident calls Chobani’s foundational strategy into question. The company must decide if product quality and word-of-mouth marketing are enough to spur continued growth, combat increased competition and manage future threats associated with product quality. 14 pp. Case #13-11. (2013)

On September 27, 2004, ChoicePoint, a company that stores and sells critical personal
information, discovered possible fraudulent activity within its network of databases. On further
investigation, ChoicePoint security officials realized that they may have allowed identity thieves
in Los Angeles, who acted as legitimate business clients, to access more than 110.000 people’s
personal information. CEO Derek Smith and Communications Chief James Lee are faced with
explaining the loss to clients, the press, the public, and those who may have been compromised.
They also face the daunting task of restoring confidence in the company. (A) Case, 7 pp. (B)
Case, 6 pp. Case #06-07. (2006)

After deeming Dell’s customer service unsatisfactory, Jeff Jarvis, a well-known Internet blogger, posted an extremely critical open letter to the company’s CEO. Within a matter of days, Dell had a full-blown crisis on its hands and was forced to reconsider how to deal with emerging technological platforms used by customers to communicate information and opinions. (A) Case, 6 pp. (B) Case, 3 pp. Case #09-02. (2009)

On November 10, 2008, DHL announced that it would shut down the operations of its domestic shipping services in the United States. DHL must now communicate to its U.S. and international customers the implications of this business decision and how DHL will be able to continue to serve the needs of its customers. 7 pp. Case #09-05. (2009)

On April 13, 2009, Tim McIntyre, VP of Corporate Communications at Domino’s Pizza, received notification of the existence of a number of damaging videos that had been posted online. The videos showed Domino’s employees taking inappropriate and illegal actions while preparing food that was allegedly being served to customers. McIntyre knew that amateur videos filmed in one store could seriously damage the entire Domino’s brand, not to mention put the company at legal risk. The question for McIntyre is how to ensure that Domino’s responds in the best way possible to mitigate the negative impact of this social media crisis. (A) Case, 9 pp. (B) Case, 11 pp. Case #09-13. (2009)

Consumer credit reporting company Equifax announced on September 7, 2017, that cyber criminals accessed its databases to obtain private information of 143 million US consumers. CEO Richard Smith faces public scrutiny and ponders his next move to effectively manage the crisis at his company. 12 pp. Case #18-03 (2018)

In November 2007, Facebook introduced Beacon, a feature designed to share a user’s online activities
with friends. With concerns for their privacy, outraged Facebook users began expressing their negative
feelings about Beacon. The feature soon become a privacy nightmare for the public, instead of the
beneficial addition Facebook envisioned it to be. Now the company is left wondering how to handle its
mistakes while maintaining a delicate balance between revenue growth and user privacy. 8 pp. Case
#08-07. (2008)

In 2014, the National Academy of Sciences published a study about an emotional contagion experiment that Facebook conducted on almost 700,000 of its members. Unbeknownst to test subjects, Facebook manipulated the newsfeeds certain members received and studied their reactions. This led to media coverage that called into question Facebook's ethics and corporate procedures. This case examines media and network user backlash to the experiment, and looks at Facebook’s policy on behavioral studies. 8 pp. Case #16-02. (2015)

On December 1, 2009, Facebook CEO Mark Zuckerberg announced sweeping changes to the site’s privacy controls. The result was strong criticism from advocacy groups, but general ambivalence from end users. The question for Facebook is how to manage these different stakeholders and remain at the forefront of society’s privacy norms. 10 pp. Case #10-02 (2010)

A rapidly-expanding retail grocery chain in North Carolina is the subject of an undercover
investigation by ABC Television’s PrimeTime Live. While company executives are shocked at
what they see on videotape, they are outraged by the deceptive tactics used to gain access to their
stores, and the selective, misleading way in which the tape is edited. Corporate reputation, share
price, and the company’s expansion strategy are all at stake as CEO Tom Smith and his corporate
communication team decide how to respond. (A) Case, 3 pp. (B) Case, 2 pp. Case #99-05. (1999)

Beginning the 2016 NFL preseason, 49ers’ quarterback, Colin Kaepernick, did not stand for the national anthem. In opposition of social injustices and systematic oppression, the one-kneed gesture grew to a larger protest of the national anthem. The NFL and commissioner Goodell ponder the proper stance, balancing patriotism and as social justice. 10 pp. (A) Case; 5 pp. (B) Case. Case #18-04. (2018)

Gilead Sciences’ hepatitis C drug, Sovaldi, proved more effective than the competition and was priced in line with market conditions. However, extremely high cost and large patient population captured the attention of the media, the public, NGOs, and even the government. The controversy deepened when the company revealed the cost in developing countries would be roughly 1% of the cost in the U.S. Case #14-10 (A)12 pp (B) 4 pp. Case # 14-10 (2014)

On January 12, 2010, Google posted a message on its Official Blog announcing that the company would no longer cooperate with the Chinese government’s demands for limited censorship of Internet searches on its Google.cn portal and that it may withdraw from the Chinese market entirely. Has Google reversed its corporate position following its controversial 2006 entry into the country? How do Google’s actions reconcile with its corporate motto, “Don’t Be Evil?” What are the implications for Google’s future profitability? 10 pp. Case #10-03 (2010)

Three-year old daily deals company Groupon filed for an IPO on June 2, 2011 seeking a
valuation of $20 billion. However, the offbeat, local e-commerce firm has come under intense
media and investor scrutiny during the IPO process over its business model, financial viability,
and accounting practices. After postponing its IPO amidst market uncertainty, Groupon must
work to restore credibility with the investor community. 24 pp. Case # 11-11 (2011)

Jefferies & Company, the most rapidly growing medium sized investment bank, quickly became the focus of many ratings agencies upon the collapse of MF Global. While many of the ratings agencies found no need for concern, Egan-Jones concluded the contrary. The little known rating agency published a report downgrading Jefferies’s outlook, sending Jefferies’s stock plummeting downward with no end in sight. (A) case, 7 pp. (B) case, 8 pp. Case #12-06, (2012).

For over 100 years, J&J and the ARC had had a working agreement that gave J&J the right to use
the Red Cross symbol for commercial and for-profit products, while the ARC was allowed to use
the symbol in any way it wanted so long as it promoted its humanitarian and non-profit mission
given to the ARC by Congress. This all changed in 2004 when the ARC began licensing the
symbol out to manufactures to produce for-profit goods to be sold in big box retailers and other
stores. After attempts at mediation failed, J&J was left with no choice but to sue. The case will
promote discussion of how companies and organizations should react to lawsuits and what
communication channels need to be addressed by these groups under such circumstances. 7 pp.
Case #08-04. (2008)

On September 16, 2010, amidst a congressional inquiry into numerous product recalls over the
past 15 months, Johnson & Johnson’s Chairman of the Consumer Group, Colleen Goggins,
announced her retirement. With the bulk of the recall focused on their flagship product, Tylenol,
the tendency was to compare these with the famous recall in 1982, which cemented the public’s
trust in the company. Unfortunately, that trust has eroded because of their reaction to the
numerous current product issues. When it was revealed that subcontractors had secretly bought
back Motrin off the shelves without notifying the public that something was wrong with it, J&J
found itself with a much larger issue than just public dismay. This phantom recall had compelled
FDA regulators to call upon its crime unit to investigate whether or not these actions by Johnson
& Johnson constitute criminal behavior. 15 pp. Case #10-11

Johnson & Johnson experienced the rapid spread of negative backlash through social media channels in response to an online Motrin advertisement. The incident raises a discussion on the opportunities and risks of using social media in marketing and communications outreach, as well as how social media efforts should align with the company’s overall business objectives. 9 pp. Case # 10-10 (2010)

After launching as a new brand in 2015, JUUL products quickly became a part of the “cool” image amongst the teenage crowd. On July 30, 2018, The Washington Post published an article quoting attorney Esfand Nafisi regarding a nationwide class action lawsuit he was preparing against JUUL Labs. This case discusses the marketing strategy of the JUUL product that has directly affected a nationwide teenage use and addiction epidemic. Case #19-09 (12 pp.)

Kaplan University, a Washington Post Company subsidiary, is a network of for-profit colleges that faced scrutiny for educational rigor and admissions practices. The school educates an underserved demographic but was challenged with media attacks and whistleblower lawsuits. The Washington Post was accused of compromising its ethics in defending Kaplan University.

Kickstarter, a brand leader in the crowdfunding market, is facing certain challenges as it negotiates the uncertain waters of competition. To date, Kickstarter has experienced stellar growth, despite offering no formal protection to its community of project backers. The key issue is whether this policy is sustainable going forward. 14 pp. (Case #13-06)

Kraft is known for providing quality in food and beverage products to more than 99% of U.S.
households, but today, with health conscious consumers who blame the rise in children’s obesity on food
marketing, Kraft is under fire for making less healthy foods and promoting them to children. The
challenge for Kraft is to communicate a commitment to a healthy lifestyle and to stricter marketing
standards for children while maintaining profitability. 6 pp. Case #06-13. (2006)

During a tumultuous time that began at the end of 2009, Perry Yeatman of Kraft Foods led her corporate communication team through two multi-billion dollar deals, including the hostile takeover attempt of the iconic British confectioner, Cadbury. The complexities of managing two cross-cultural deals, while television commentator Jim Cramer places your CEO on his “Wall of Shame” and the world’s best-known investor, Warren Buffett, releases personal statements against a possible merger, could water down your message and take focus away from the main audience, the shareholders. 12 pp. Case #10-04. (2010)

McDonald’s is preparing for a nationwide launch of oatmeal and simultaneously ramping
up its use of social media to promote the product. The company continues to face criticism
for contributing to America’s obesity problem. How can McDonald’s position itself, through
social media and healthy products, to counteract this belief? 9 pp. Case #10-09 (2010)

Infant formula producer Mead Johnson Nutrition Company needs to determine what its response should be when its flagship product, Enfamil, is linked to an infant’s death from Cronobacter sakazakii. Despite no hard evidence of contamination, retailers voluntarily pulled the item off the shelves as a precaution. Case # 12-07 (2012)

Motorola, the producer of some of the most popular phones on the market, has recently fallen in the public estimation. With their last success dating back to 2004, the company’s future may hinge on its newest product, the Android smartphone. With the right outlook and communication, could it be the company’s savior? 13 pp. #10-05 (2010)

In August of 2016, Mylan Pharmaceutical came under public scrutiny for its highly priced EpiPen, a drug used to treat life threatening allergic reactions. “EpiGate” erupted almost overnight, as EpiPen customers took to social media to voice their frustrations. Mylan was accused of using “greedy robber baron” tactics against a helpless customer base. Mylan issued several price-related reparations to its customers (increased rebates, generic product offerings). A month later, Mylan was still struggling to silence its critics. Why did Mylan’s responses fail to address their concerns? What was missing in Mylan’s strategy? This case illustrates (a) the influence of social media on corporate reputation (b) the difficulties of balancing business strategy and public approval and (c) the principles of successfully responding to negative news media. (A) Case, 7 pp. Case #17-04. (2017)

A class-action lawsuit, in addition to high-profile suicides of former players, cause many to believe that the National Football League is not moving fast enough to ensure player safety. As football’s governing body, the NFL must find a way to mitigate future safety issues while safeguarding the future of the sport. 22 pp. Case #14-09 (2014)

The pet food poisoning scare of 2007, in which numerous pet food products were contaminated with melamine sourced from China, seriously damaged many of the afflicted firms’ reputations for safety and customer concern. Pet food industry leader Nestlé Purina released two unapologetic statements revealing limited information about the source of the problem and its impact on consumers. Purina must recover its customers’ collective faith; a difficult task after causing thousands of “deaths in the family.” It is also essential that Purina restructure its supply chain to ensure that history does not repeat itself. 8 pp. Case #09-11. (2009)

After ten years of meteoric rises in revenue and subscription customers, a series of
communication blunders has put Netflix in a perilous position. Netflix has mishandled
key communications regarding account and fee changes affecting its customers. In three
months, Netflix has since seen its company’s stock price plummet more than 60 percent.
Case # 12-08 (2012).

On September 4, 2018, Nike, Inc. launched a new ad campaign featuring, Colin Kaepernick, a professional athlete with a highly polarizing image. Kaepernick, known for kneeling in protest during the national anthem at National Football League games, immediately drew criticism from the public. Over the next two days, Twitter ignited with calls for a boycott and images of people burning and destroying Nike products. Nike stock price began falling and consumer favorability, even among key demographics, continued eroding. How can Nike rein in the anger at their brand? Or, should they take advantage of it? 11 pp. Case #19-08. (2019)

A successful west coast producer of all-natural juice drinks confronts disaster when customers
are poisoned by E. coli bacteria in its unpasteurized products. CEO Greg Steltenpohl must decide
not only what to say to customers, shareholders, suppliers, and business partners, but whether to
change his company’s fundamental business practices. (A) Case, 11 pp. (B) Case, 2 pp. Case
#99-01. (1999)

Progressive Insurance faced a widespread public relations crisis when Matt Fisher took to his personal Tumblr site to post a scathing account of his family’s experience with the company who insured his deceased sister. The blog entry went “viral” overnight, panning Progressive’s use of their attorney to seemingly assist in the defense of the driver who collided into his sister’s automobile, taking her life. This case examines the moral, economic, and legal views of business decision-making, as well as the social media consequences of a perceived imbalance between the three approaches. The question for Progressive Insurance is how to best mitigate the negative consequences of the current social media crisis and to avoid any recurrence. 13 pp. (Case # 13-05)

General Motors Corporation, once the largest car manufacturer in the world, is now a cautionary tale for corporate complacency. After requesting government assistance during the Great Recession and subsequently, filing for bankruptcy, the company must rebuild its reputation and address stakeholder concerns as it prepares to return to the public markets. 18 pp. 10-12 (2010)

Salesforce.com is the leading company in the Software-as-a-Service Customer Relationship Management industry. On January 6, 2009, the company faced its most significant disruption in its history: more than 177 million business transactions were suspended. In addition, Salesforce’s service status dashboard was down, leaving its users completely in the dark. While the company remained silent regarding the cause of the outage, customers became increasingly frustrated. (A) Case, 8 pp. (B) Case, 1 p. Case #09-10. (2009)

Samsung Electronics Company, Ltd. experienced the most serious business problem in its history following reports that lithium ion batteries in the company’s Galaxy Note 7 smartphone were exploding and catching fire in 2016. This case examines technical malfunctions associated with the product failure, as well as Samsung’s and the mobile industry’s reaction to the crisis. This case further explores the financial and brand reputation damage to Samsung Electronics, along with other contemporary issues that affected the South Korean industrial giant. 10 pp. Case #17-10. (2017).

The date was April 30, 2011 and Sony shares had just fallen by more than 5% on the Tokyo Stock Exchange. The corporation was suffering through a chaotic time period in its gaming division. Hackers had invaded the PlayStation Network roughly two weeks earlier. They crippled the network and gained access to personal information, including credit card data, for roughly 77 million users. How can Sony resolve this dire situation and patch up the damage that has been done? (A) 16 pp. (B) 6 pp. Case #11-12. (2011)

Following a period of slow sales and rapid company change, Starbucks Coffee Company designed and launched a new logo created to reflect the new direction of the company. While some companies have been successful with their logo redesigns, several have failed and experienced lost revenues in the process. Additionally, Starbucks faces more intense competition and possible negative reactions from the public. Management must first decide if it will go forward with its new logo and if so, how to plan the roll out and sell it to the market and its customers. 13 pp. Case # 11-01 (2011)

Taco Bell was served with a lawsuit on January 19, 2011, alleging the restaurant chain’s taco mixture did not contain enough beef to meet USDA requirements to be called “ground beef.” The company’s initial reaction was to include full-page newspaper ads in local and national newspapers headlined, “Thank you for suing us.” However, this is just the beginning of Taco Bell’s efforts to communicate the truth and repair its damaged reputation. 8 pp. Case #11-02 (2011)

On November 30, 2006, Taco Bell closed one of its restaurants in South Plainfield, New Jersey,
in response to nine individuals who allegedly contracted the potentially deadly E. coli bacteria
from the Taco Bell restaurant. As time went on, more and more cases of E. coli related to Taco
Bell were unveiled. Taco Bell continued to lose revenue as consumer confidence in its food
quality and safety was significantly affected as a result of the E. coli outbreak. Ultimately, the
source of the E. coli was linked to Taco Bell’s lettuce and was determined to be infected with the
bacteria prior to its distribution to Taco Bell’s some 5,800 restaurants nationwide. Thus, the crux
of the business problem is imbedded within Taco Bell’s supply chain. Now Taco Bell must deal
with restoring its image, rebuilding trust with its consumers, and preventing future outbreaks.
13 pp. Case #07-04. (2007). Revised: 2009.

In September 2005, Rachel Pourchot entered a Target store in Fenton, Missouri, intending to fill
prescriptions for Ortho TriCyclen, a common hormonal contraceptive, and for Levonorgestrel, an
emergency contraceptive known as the “Plan B” pill. Target’s pharmacist, however, told her that
he would not fill the prescription for Levonorgestrel on moral and religious grounds. As
competitors Walgreen’s and Wal-Mart made their positions clear on the issue of pharmacists’
acts of conscience, Target Corporation struggled with an appropriate response that would satisfy
the needs of its customers and its employees, while protecting the reputation of the firm at the
same time. 6 pp. Case #06-11. (2006)

A father complains about pregnancy related coupons addressed to his teenage daughter. Target’s predictive analytics had determined his daughter was pregnant and targeted her as a customer before she broke the news to her father. Target must react in the face of a largely publicized article about the incident. 12 pp. (Case # 13-02)

The New York Stock Exchange investigates and fines financial services firm TD Waterhouse for
the inappropriate operation of its online trading system. Waterhouse’s WebBroker system
experienced a number of outages that prevented clients from having trades executed. Since
online trading has grown dramatically in recent years and is expected to continue growing, this
could be a critical juncture for TD Waterhouse if it wants to continue to compete in this market
segment. The company must develop a well-crafted communication strategy to address this
setback with its customers, the public, and other constituencies. 5 pp. Case #01-08. (2001)

In spite of similar formulation, Swiss pharmaceuticals giant Roche has always positioned its two products Avastin and Lucentis separately, as treatments for cancer and for age-related macular degeneration (AMD) respectively. However, doctors have been prescribing Avastin for AMD treatments because of the huge price differential between the two drugs. With contamination of Avastin due to repackaging by a Florida pharmacy leading to 21 cases of patient blindness in Q3 2011, Roche faces a serious threat to its reputation and finances.

This case will examine the complex challenges of a global business which must maintain healthy
communications with customers, investors, and suppliers. The Boeing 787 Dreamliner is by most
accounts a success story of modern innovation, yet its production delays present a unique challenge for a
corporate communication officer. 7pp. Case #08-06. (2008)

On January 16, 2013, Boeing had its newest and most advanced aircraft, the 787 Dreamliner, grounded worldwide due to fires that started in the airplane's batteries. The Lithium-Ion technology used in the 787 aircraft was a new feature used in commercial aircraft as a solution to save weight. Several prior delays had already affected the introduction of the Dreamliner 787, one of the most revolutionary planes to date. Boeing is faced with high demand, costs, and pressure to respond quickly, while responding to both safety concerns and general industry concerns and loss of revenue. (Case #13-01)

Disney's California Adventure was part of an effort to increase traffic to the Disneyland Resort in
Anaheim, and entice visitors to extend their vacations. With a goal of at least seven million
annual visitors, the park underperformed and was widely criticized. California Adventure
threatened to erode Disney’s brand equity. 10 pp. Case #11-06 (2011)

Theranos became one of the most exciting start-ups in Silicon Valley when it introduced a simplified blood testing method that had the potential to help countless people. However, a 2015 Wall Street Journal article changed everything. Suddenly, Theranos went from being viewed with praise to suspicion. Will regular, transparent communication save this once-promising biotech firm from extinction? 16 pp. Case # 17-11. (2017)

In August of 2009, the founder and CEO of the successful natural and organic food company Whole Foods Market published an op-ed in the Wall Street Journal espousing a position on the highly contested national health care debate that many perceived to be at odds with the company’s core customers. In the midst of a slow news month, the media seized on the apparent contradiction, and many diverse interests used the ensuing attention to further their own agendas. 14 pp. Case # 10-01 (2010)

YouTube, the most popular Internet-based video-sharing platform, offers prolific content creators an opportunity to monetize videos for advertising revenue. While YouTube has published policies regarding what content is permissible, recent controversial videos have advertisers abandoning from the platform. YouTube must decide whose interests to prioritize: its content creators, viewers, or advertisers. 14 pp. Case #18-07. (2018)

After a terrorist attack at the Pensacola Naval Air Station, Apple received immense public pressure to comply with the FBI’s request to assist in unlocking the encrypted iPhone of the attacker. Apple’s evolving technology will open the company up to further concerns about user privacy that will need to be addressed. 10 pp. Case #20-03

In February 2021, Storm Uri devastated an unprepared Texas which resulted in mass power outages across the state. Texans faced low temperatures, food shortages, water shortages, and power outages during the storm and high electricity bills after. When electricity demand exceeded supply, electricity prices per kilowatt-hour soared, leaving many Texans with monthly electricity bills in the thousands. ERCOT is responsible for ensuring the reliability of electric service for 90 percent of the state, despite not owning the Texas grid or setting prices, and has been highly criticized for its decision making during the event by Texas politicians, residents, and the media. 15 pp. Case # 21-02 (2021) 

Robinhood, an online trading platform, has revolutionized the trading industry by the incorporation of payment for order flow (PFOF). The platform has drawn many amateur investors to start investing, especially in cryptocurrencies. Controversies have arisen with the widespread use of the PFOF business model that have called for regulators to step in and possibly make changes. 12 pp. Case #21-08 (2021)

Electric automaker Tesla’s Autopilot technology aims to make driving safer and more convenient. Consumer misuse, however, and numerous vehicle collisions contradict Tesla’s goal. As Tesla continues to release new Autopilot updates to the public, concerns regarding the system remain. How should Tesla proceed with respect to consumer safety, consumer perceptions, and its beta testing model? 17 pp. Case #21-11 (2021)

Anheuser-Busch InBev: Dylan Mulvaney and the World oflnfluencers Brady, B.; Wallick, J.; and O'Rourke, J. S. (editor)

This case examines the interaction of corporate communication, brand influencers, and social media. In 2023, Anheuser-Busch InBev agreed to a professional promotional relationship with trans-advocate Dylan Mulvaney. As a result, backlash from anti-trans critics has substantially damaged the Bud Light brand Additionally, this case explores the increasing consumer demand for companies to become corporate advocates on behalf of social issues. 12 pp. Case #23-09 (2023)

Categories/Keywords: Anheuser-Busch InBev, Bud Light, Dylan Mulvaney, Celebrity Endorsements, Corporate Communication, Corporate Advocacy, Social Media, Social Issues, Brand Management.