In 1991, Apple, Inc. struck a tax deal with the government of Ireland to pay exceptionally low tax
rates on income earned there. This was contingent on the condition that the California-based
company carry out all of its European operations in Ireland. This tax break has been described by
the European Union as “state aid.” To remedy the situation, the E.U. has ordered Apple to pay
Ireland €13 Billion plus interest (equivalent to $14.5 Billion) for unpaid taxes between the years
2003 and 2014. This decision has left Apple, the United States, and the Republic Ireland
displeased. (A) Case, 13 pp. (B) Case, 4 pp. Case #17-01. (2017)

On August 15th 2013, Moritz Erhardt was found dead at his student housing. The official cause of death was an epileptic seizure possibly caused by the long hours and lack of rest associated to his work, after pulling “all-nighters” and “magic-roundabouts” for three days in a row during his summer internship in the investment banking area at Bank of America-Merrill Lynch. 22 pp. Case # 13-09 (2013)

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)

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)

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

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 order to be permitted to enter the United States retail market, De Beers Ltd. is expected to
plead guilty to a lawsuit accusing them of price fixing. While trying to present itself as the
conscientious leader of an otherwise sordid, often dangerous diamond business, the company
finds itself facing the daunting task of balancing an admission of guilt and the negative media
attention it may draw with an unpredictable American diamond consumer. 20 pp. Case #04-07.
(2004)

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)

The world’s largest sports organization, FIFA, is caught in a corruption scandal as the U.S. Department of Justice leads a criminal investigation that indicts 14 of its top officials from North, Central and South America and the Caribbean on charges of racketeering, wire fraud and money laundering. How can FIFA regain the public trust? Should international organizations be more transparent? (A) Case 15 pp. (B) Case 2 pp. Case #16-06 (2016)

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)

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)

Mitsubishi Corporation is a 49% owner of a joint venture with the Mexican government called
Exportadora de Sal S.A. de C.V. (ESSA). ESSA produces and exports solar-produced salt. The
ESSA production facility is located in an environmentally sound area of Mexico with various
species of animals living in the habitat. In December of 1997, ninety-four endangered black sea
turtles were found dead near the salt facility as a result of the salt production. Mitsubishi and
ESSA are under intense criticism by environmentalists and the public because of the sea turtle
incident and ESSA’s plans to expand its production capabilities. 4 pp. Case #00-25. (2000)

By July 2011, News Corporation and one of its UK newspapers, News of the World, faced mounting pressure over revelations that it hacked into cellphone voicemails of crime victims, war widows, celebrities, government officials, and even members of the Royal Family. This case examines the events leading up to the peak of the crisis, as well as the communications that News Corporation undertook to address stakeholder concerns throughout the emergence and escalation of the scandal. Case # 12-09 (2012)

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 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)

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)

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)

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

This case study examines a long-standing dispute regarding fair competition and government subsidies
between The Boeing Company and Airbus Industries. Boeing claims that it is being subjected to an
unfair competitive disadvantage because the European Union provided Airbus soft loans in the form of
launch aid. This case reviews communication strategy, the potential impact on suppliers and
communities, and the upcoming WTO dispute and possible outcomes.
10 pp. Case #06-20. (2006)

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)

Perhaps no brand is more deeply embedded in American culture than that of The Walt Disney Company. So, it was especially shocking when the company decided to use the H-1B visa system to replace hundreds of American IT workers with less costly, foreign professionals. Adding to the insult, Disney conditioned the American workers’ severance pay on their willingness to train their foreign replacements. How would Disney navigate the backlash from government officials, media and the general public? 23 pp. Case #16-07 (2016)

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)

Xerox faces problems on a number of fronts because of accounting irregularities uncovered by a
former assistant treasurer. Following his dismissal, he files a wrongful termination suit, and the
story is published in The Wall Street Journal. The U. S. Securities and Exchange Commission
begins an investigation of Xerox’s financial troubles. Relations with investors, creditors, and
employees are strained due to poor financial performance, large debts, and management
restructuring. Once a market giant, Xerox must now salvage its reputation to survive. 6 pp. Case
#01-07. (2001)

In October 2019, the Houston Rockets General Manager tweeted in support of the Hong Kong
Protests. The tweet was met with outrage by the Chinese government and many Chinese fans.
After calling the tweet “regrettable” the NBA then found itself under fire in the United States for
seeming to have bowed to Chinese censorship demands. NBA Commissioner Adam Silver must
now decide how to balance the league’s business interests in the Chinese market with support for
free expression. 11 pp. Case #20-01 (2020).