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)

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)

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 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)

The world-leader in soft drinks confronts accusations of contamination in Coca-Cola products in
Belgium during the spring and summer of 1999. By failing to respond quickly and directly, CEO
Douglas Ivester risks consumer and investor confidence in his products and his company. Worse,
by failing to address cultural and political issues, Ivester calls into question his own leadership.
10 pp. Case #00-01. (2000)

The newly appointed CEO, Jim Adamson, had his work cut out for him as he tried to salvage the
tarnished image of Denny’s Restaurants. Denny’s was riddled with accusations of racial
discrimination at its restaurants. Lawsuits were pending and press coverage was increasing as
Adamson was faced with changing the fundamental corporate culture. (A) Case, 5 pp. (B) Case,
3 pp. Case # 00-31. (2000)

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)

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)

No firm is more closely identified with a single product than Hershey Foods is with chocolate.
Founded in 1905, and located in rural Hershey, Pennsylvania, the legendary confectioner found
itself for sale in the summer of 2002. The Hershey Trust Company, which owns nearly a third of
all Hershey Foods stock and controls three-quarters of the voting stock, elected to re-balance its
portfolio and sell the firm to either a Nestle / Cadbury / Schweppes consortium or The Wm.
Wrigley Company. Caught in the middle are The Milton S. Hershey School, employees, and
generations of Hershey residents and retirees. A classic struggle for control of the company plays
out in public. 13 pp. Case #03-03. (2003)

On August 29, 2018 Eric Bauman, Chairman of the Democratic Party of California sent out a midnight tweet exposing In-N-Out Burger’s donation of $25,000 to the Republican party and called for a nation-wide boycott. How In-N-Out responds to the viral sensation could affect their reputation in their home state of California and alter their corporate political donation policy. 11 pp. Case #19-06 (2019)

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)

In 2012, a shooting in Florida rose to national prominence after it was revealed that no charges
would be pressed against the 28-year-old man who shot and killed an unarmed teenager who was
carrying a bag of Skittles candies at the time of his death. The brand became a central symbol of
the controversy as discussions about the shooting grew on social media and protests arose
throughout the country. 10 pp. Case #15-06 (2015)

Foot-and-Mouth Disease, Mad Cow Disease, and related headlines create a hostile environment
for meat in Europe. The first case appears in 1996, with others following in late 2000 and early
2001. While McDonald’s has impeccable quality and safety standards, a blow from the publicity
of these catastrophes is inevitable. Crisis management teams must try to alleviate public fears
about eating at McDonald’s in order to offset the financial impact on their European division. To
manage the situation effectively they must prepare to face the press, consumers, shareholders and
anti-meat activists. 13 pp. Case #01-11. (2001)

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)

Faced with its first quarterly loss in company history, McDonald’s corporation enacted a strategy
to improve its declining profitability. Unfortunately, McDonald’s profitability problems were
multi-layered and required the company to reevaluate both its current business model and
strategy. Links to obesity, negative customer perceptions, and decreased same-store sales were
all to blame for the current situation. For a successful turnaround, McDonald’s must recognize
its inefficiencies and devise an integrated operational and communication plan to reverse its
slide. 11 pp. Case #06-03. (2006)

McDonald’s Corporation, the leader among U.S. franchise quick-service restaurants, found in
2002 that its reputation for steady growth and strong profitability were slipping. At the same
time, much of the market for fast food in North America began migrating to lower-calorie,
healthier alternatives. Fast food and social trend critics began blaming quick service restaurants
for a wide range of health problems, including obesity and weight-related illnesses. New York
attorney Samuel Hirsch filed a class action suit on behalf of obese and overweight children
against McDonald’s, alleging that the fast-food chain “negligently, recklessly and/or
intentionally” marketed food products that are “high in fat, salt, sugar, and cholesterol” while
failing to warn of those ingredients’ links to “obesity, diabetes, coronary heart disease, high
blood pressure, strokes, elevated cholesterol intake, related cancers,” and other conditions.
McDonald’s reputation, profitability, and future are at stake as it prepares in 2003 to defend
itself, its products, and its business. 10 pp. Case #03-06. (2003)

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)

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)

A diner in a national restaurant chain has a terrible customer-service experience and writes to the
CEO describing an evening in his restaurant. Issues include customer perceptions regarding time,
cheerfulness of service, and appropriate dialogue. 3 pp. Case #94-10. (1994)

In 2012, a former employee filed a lawsuit against Deen and her brother for racial discrimination. Deen later confessed to using racial slurs in a deposition transcript that was leaked in 2013. Deen issued a public apology, but several companies, including the Food Network, elected to end their partnership with her. Can Paula Deen recover? (A) 15 pp. (B) 2 pp. Case #15-04

The expanding Quality Dining decided to merge with the popular bagel chain Bruegger’s Bagels.
While bagels seemed lucrative, the merger proved that popularity does not always breed success.
Many industry insiders believed Quality Dining had too much on its plate. The acquisition
proved a failure and even threatened the viability of the company itself. Quality Dining tries to
salvage its reputation. (A) Case, 5 pp. (B) Case, 3 pp. Case #00-13.

Sara Lee Corporation’s Bil Mar Food Plant was already under intense scrutiny for health
violations when an outbreak of listeriosis, an infection caused by eating food contaminated by the
bacteria Listeria monocytogenes, was linked to the plant. How should Sara Lee handle the crisis?
7 pp. Case #00-16. (2000)

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)

A customer complaint prompts an increasingly powerful special interest group to target Starbucks as its next corporate victim. Led by Lorig Charkoudian, a “nurse-in” staged outside of a Maryland Starbucks forces the company to address the complex issue of public breastfeeding. Varying constituent views and changing state legislation regarding breastfeeding complicates the situation even further. As a corporation that prides itself on diversity, Starbucks must decide how to satisfy its most profitable customer segments without discriminating against others or violating the law. 9 pp. Case #05-02. (2005)

An investigative report into corporate tax avoidance prompts an increasingly powerful citizen’s group to target Starbucks’ UK operation. Starbucks faces numerous sit-ins and boycotts throughout the UK. Increasing public outcry grabs the attention of Parliament which summons Starbucks’ CFO Tony Alstead to come testify. Austerity measures and complex international tax laws further complicate the matter. As a corporation that prides itself on social responsibility, Starbucks must decide between their duty to minimize tax liabilities (for shareholders) and their promise to serve the communities where they do business. Case #14-2. (A) 9 pp (B) 3 pp

Fears regarding the introduction of genetically modified foods into the commercial food market
have grown steadily since the mid-1990s. In the autumn of 2000, Taco Bell Corporation found
itself caught between Friends of the Earth, a not-for-profit environmental advocacy group, and
Kraft Foods Corporation, a business partner that manufactured and marketed grocery store
products under the Taco Bell brand name. When environmental advocates claimed that
genetically modified corn had somehow found its way into Taco Bell corn tortillas manufactured
by Kraft, both companies were faced with important accusations about food safety and threats to
brand image. (A) Case, 10 pp. (B) Case, 5 pp. Case #03-07. (2003)

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.

This paper highlights the history of the development of the carbonated beverage industry in India
by the Coca-Cola Corporation and recent allegations made by the non-governmental
organization, Center for Science and Environment, of pesticides found in Coca-Cola’s soft
drinks. The purpose of this paper is to encourage discussion on how the key players in this event
used communication and the media to further their interests on the local and international levels
and what Coca-Cola should do to elevate the situation now and in the future.
21 pp. #06-22. (2006)

On March 22, 2005, a woman discovers a human finger in her chili while dining at a Wendy’s restaurant
in San Jose, California. As widespread and strongly negative media coverage surrounds the event, sales
figures begin to plummet. Wendy’s executives are under intense pressure to discover what really
happened in their restaurant while they try to repair the damage done to their once well-respected brand.
6 pp. Case #06-01. (2006)

On June 25, 2015, Whole Foods finds itself embroiled in controversy when the New York Department of Consumer Affairs releases a report alleging the company systematically overcharged on their packaged goods and inflated prices for the customer. This further damages Whole Foods reputation as a “Whole Paycheck,” overpriced retailer that the company’s leadership must respond to. (A) 16 pp. (B) 3 pp. Case #16-08 (2016)

This case explores the tension that exist when a company tries to balance the competing interests of all stakeholders. Questions arise regarding how the company communicates its willingness to sacrifice short-term profits for a long-time growth strategy. 10 pp. Case #07-07.

The death of George Floyd sparked a cry for racial justice that infiltrated every aspect of American life in the summer of 2020, including business marketing and product branding. The racist history surrounding the Aunt Jemima pancake mix and syrup line compelled Quaker Oats Company to review their product portfolio. While Quaker wants to protect the reputation of the brand and comply with social change, re-branding presents serious complications for a categoryleading product. 12 pp. Case #20-09 (2020).

Starbucks Corporation is facing a dilemma with a group of employees in Buffalo, New York attempting to form a union in response to compensation and working conditions. Starbucks faces this labor organization effort in the context of a global pandemic and distinctive challenges facing the entire service industry. 10 pp. Case #21-09

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.

During the Wendy’s Q4 investor's meeting on February 15, 2024, CEO Kirk Tanner delivered an announcement that would reverberate with profound impacts within the Wendy’s corporation and beyond.1 What began as a routine gathering took an unexpected turn, sparking a flurry of social media backlash and media scrutiny. In a virtual presentation to investors, Tanner unveiled Wendy’s ambitious plan: the implementation of dynamic pricing across its franchises through a groundbreaking $20 million digital menu board project.2

In the aftermath, Tanner and Wendy’s found themselves at the receiving end of scathing criticism across various television networks and esteemed publications like The Washington Post.3 Meanwhile, a flood of derisive social media commentary from  is gruntled customers added insult to injury. Memes and jokes proliferated about Wendy’s dynamic pricing proposal on popular platforms like Facebook.4 To Tanner’s astonishment, many had misconstrued his announcement regarding the introduction of dynamic pricing at Wendy’s outlets, drawing parallels to Uber’s controversial surge-pricing model.

In a bid to quell the uproar, Wendy’s swiftly issued a public statement on its website and through its various media channels, clarifying that the pricing adjustment aimed to offer discounts during off-peak hours rather than inflating prices during periods of high demand.5 Nevertheless, the damage had been inflicted, and the flood of jokes and outrage persisted unabated. The company grappled with the challenge of articulating and solidifying its vision for the future amidst the ongoing turbulence.