A rapidly-growing and profitable west coast firm lands an attractive business partner in Japan to help market its logistics and supply-chain management software. A senior marketing manager is faced with the challenge of introducing the Japanese transition team to American business and social customs. 4 pp. Case #00-02. (2000)

On April 9, 2008, Jack Cafferty made comments concerning the United States’ relationship with China. These comments included calling the Chinese “goons and thugs” and labeling Chinese products “junk.” Over the next month and a half, thousands of Chinese Americans organized outside of CNN studios across the U.S. demanding an apology from Cafferty and CNN. CNN responded with silence, clarifying statements, and thin apologies, all of which served to fuel negative opinion and ultimately elevate the story to international headlines. 9 pp. Case # 09-06. (2009)

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)

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)

In July 2016, the U.S. Department of Justice announced that it would pursue Deutsche Bank for its role in the creation and sale of mortgage-backed securities in the years leading up to the financial crisis of 2008-2009. By September, press reports indicated the Department of Justice was seeking a $14 billion fine from Deutsche Bank. Business media began speculating on whether this amount could affect the bank’s solvency. Deutsche Bank had paid enormous fines for other transgressions and this $14 billion litigation could potentially threaten the financial condition of the company. Additionally, given Deutsche Bank’s position as a “globally systemic bank,” the fine could affect the economic environment of the entire world. To combat growing speculation surrounding the bank’s survival, Deutsche Bank leaders launched different communication initiatives. This case concentrates on the communication strategies taken by Deutsche Bank’s leadership. 16 pp. Case #17-08. (2017)

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)

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 July 2007, a European toy retailer discovered lead paint on a Mattel toy manufactured in
China. The incident forced Mattel to shut down production at the plant responsible for making
the toy and issue a recall of nearly 1.5 million toys contaminated with lead paint. Just weeks
later, Mattel was forced to issue a second recall of Chinese-manufactured toys, this time
involving over 18 million toys. The Chinese contractors that manufactured the recalled toys
were among Mattel’s most trusted. Both manufacturers, however, used paint from suppliers that
Mattel had not certified as safe. In addressing the backlash that the recalls caused, Mattel was
faced with the task of informing customers and notifying the media about the recalls. Now
Mattel must weigh the costs and benefits of manufacturing in China. 11 pp. Case #08-09. (2008)

On January 7, 2009, Ramalinga Raju resigned as chairman of Satyam Computer Services. This resignation came as a result of the largest corporate fraud in India’s history. Questions remain for Satyam executives about the company’s survival, as well as the reputational effect on PriceWaterhouseCoopers offices in India. 12 pp. Case #09-12. (2009)

The leading U.S. retailer, Sears, partnered with the Italian fashion house of Benetton to bring the
edgy, casual label into the Sears stores. In February of 2000, the strategic alliance became
strained when Benetton put out a controversial ad campaign which featured inmates on death
row. The “We on Death Row” campaign was met with protest by Sears’ employees and the
public alike. (A) Case, 7 pp. (B) Case, 4 pp. Case #00-17. (2000)

On November 24, 2014, Sony Pictures Entertainment, a subsidiary of Sony Inc., was the victim
of an unprecedented cybersecurity attack launched by North Korean hackers. The attack was a
result of the upcoming premiere of Sony’s film The Interview, a comedy based on a fictional
attempted assassination of North Korean dictator Kim Jong-un. The group responsible
subsequently threatened an attack on theaters choosing to show the film. Sony Pictures CEO
Michael Lynton must decide whether or not to stop the movie’s release, while also protecting
Sony’s public image, maintaining distributor relations, minimizing revenue loss, and
safeguarding employees’ data from further risk. (A) 13 pp (B) 2 pp (C) 2 pp Case #15-05
(2015)

In September 2005, the Walt Disney Company announced the opening of its third theme park outside ofthe United States, and the second in Asia. Hong Kong Disneyland would become one of the mostambitious, expensive, and difficult ventures in the company’s history, and – if the company’s experiencein Europe were any guide – it would have just one chance to get it right. Unlike the Disney experience inTokyo, a theme park in Hong Kong would prove culturally challenging for a number of reasons,including language, food, souvenirs, entertainment, environmental concerns, contract relationships, localemployees, cultural sensitivities, and the Chinese central government. Public Affairs VP Irene Chan isfaced with enormous challenges as the company prepares for the park’s opening day. 17 pp. Case #05-06. (2005)