In December 2006, Pfizer announced the halt of the Torcetrapib clinical trial, a once very
promising drug in the fight against coronary artery and heart disease. At the same time, Pfizer
announced its initial plans of layoffs and cost reductions would be expedited as a result of the
trials. With the loss of patent protections for a series of drugs including Lipitor, the cancellation
of Bextra, and the black label warning on Celebrex tablets, how does Pfizer seek continued
success while appeasing shareholders? 9 pp. Case #07-01. (2007)

Founded by Henry Sands Brooks in 1818, Brooks Brothers' business was built on relationships
maintained over generations with employees, suppliers, and customers. Once the most admired retailer
in the country, Brooks Brothers lost its corporate identity and consequently, broke the trust of one of
America’s most loyal base of customers. During the 1980s and 1990s, three companies took ownership
of the nation’s oldest, and for much of its history, most profitable men’s retailer. In 2001, Brooks
Brothers was sold to Retail Brand Alliance for $225 million. RBA CEO Claudio Del Vecchio was
determined to save Brooks Brothers. Mr. Del Vecchio tailored a turnaround plan stitched with a
communication strategy for Brooks Brothers’ stakeholders. (A) Case, 8 pp. (B) Case, 7 pp. Case #06-09.
(2006)

On February 20, 2007, The Children’s Investment Fund sent a letter to the board of Dutch bank ABN
AMRO requesting that ABN AMRO explore options to merge, sell, or spin-off some of its assets, or even
the whole business. Never before had shareholder activism reached such a scale. As turmoil reigned and
speculation began, the largest bidding war in banking history began over one of Europe’s largest and
oldest banks. (A) Case, 6 pp. (B) Case, 2 pp. Case #08-01. (2008)

On September 22, 2006, Nicholas Maounis, founder of Amaranth Advisors LLC, reported to investors
that his hedge fund had lost approximately 65% of its value (about $6.0 billion of $9.2 billion) since the
end of August 2006. His hope was that, despite these losses, he would be able to convince his investors
to stay the course and not divest; if they divested, then Amaranth would join the annals of hedge fund
history as the largest financial meltdown ever. Looking beyond the local travail of Amaranth to the
potential global disruption of the world financial system, how would the situation play out in the long
term? 10pp. Case #07-09. (2007)

A mid-size manufacturer of electrical equipment buys out a competitor and discovers improperly
disposed polychlorinated biphenyls on the property. Though he is guilty of no wrongdoing, the
CEO must move quickly to deal with the concerns of employees, shareholders, customers,
suppliers, and the neighboring community, which suspects the company of complicity in
contamination of the local water supply. 9 pp. Case #97-01. (1997)

In the aftermath of the San Bernardino shooting in December 2015, Apple was required by a federal court order to assist the FBI in unlocking the primary suspect’s iPhone 5c. Apple would need to build a new software program in order to comply with the order, potentially compromising the company’s brand promise regarding the security of customer data. This case examines the importance of customer data privacy to a company’s business model as well as external risk factors related to international politics and terrorism. How can Apple manage the various risks while maintaining the loyalty and trust of its customers? 8 pp. Case #17-07. (2017)

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)

On January 14, 2009, Steve Jobs, CEO of Apple Inc., announced he was taking a six-month medical leave of absence just nine days after he reassured the public that he would be continuing as CEO. The media and public feel misled and investors are wary of Apple’s post-Jobs future. The issue for Apple is whether investors and the public are entitled to more information and, if so, how much? 8 pp. Case #09-04. (2009)

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.

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)

In September 2006, Bristol-Myers Squibb announced that it had fired CEO Jim Dolan, who had led the
company since 2001. Dolan’s termination was the result of a failed patent protection agreement with
Canadian generic pharmaceutical company, Apotex. The agreement was designed to prevent Apotex
from releasing a generic version of Plavix, Bristol-Myers Squibb’s blockbuster blood thinner medication
that had revenues of $5.9 billion and accounted for 30% of Bristol-Myers’ total sales. Federal regulators
refused to sign off on the deal and started an investigation into the agreement. Meanwhile, Apotex
released its generic Plavix and quickly gained 75% market share of new prescriptions. The failed
agreement was the second major problem that occurred during the tenure of Dolan: due to an accounting
scandal, Bristol-Myers was forced to restate earnings for 2001, 2000 and 1999, which caused the
company to pay fines of over $800 million. During Dolan’s time as CEO, Bristol-Myers’ stock price
declined by 60%. After the failed patent agreement and accounting scandals, Bristol-Myers was faced
with an upcoming Plavix patent protection trial. The company must find a way to regain stockholder
trust. 10 pp. Case #06-17. (2006)

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 corporate CEO and a Catholic nun exchange letters about the composition of the corporation's
board of directors. The nun, speaking on behalf of a small group of shareholders, encourages a
CEO to appoint more qualified women and minorities to the board. The CEO drafts an emotional
reply which students are asked to edit. Issues include corporate board composition, public
relations, shareholder relations, correspondence composition, tone and style. 12 pp. Case #96-01.
(1996)

The University of Surrey has filed multiple patents in the United Kingdom on behalf of an
Artificial Intelligence (AI) Robot, Device for the Autonomous Bootstrapping of Unified
Sentience (DABUS). The two ideas were artificially created by DABUS without any human
intervention, but for centuries, intellectual property ownership has been created on behalf of
humans. With improving computing power and abilities of Artificial Intelligence, the need to
copyright for non-human beings is being called to question. This case study analyses the
question: should the University of Surrey, or any other entity, be allowed to apply for intellectual
property protection on behalf of an AI robot or algorithm? 18 pp. Case # 19-15 (2019)

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)

The world’s largest producers of fiber channel host adapters is the victim of a stock price
manipulation hoax. In the course of just a few hours, share price falls from $113 to less than $50,
as more than $2 billion in market valuation evaporates. A fictitious press release to Internet Wire,
quickly re-transmitted by Bloomberg News, CNBC, and others, claims that key executives have
resigned and that fourth-quarter earnings will be drastically revised and restated. CEO Paul
Folino must act quickly to prevent the total collapse of his stock on the NASDAQ. (A) Case, 6
pp. (B) Case, 5 pp. Case #02-01. (2002)

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)

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)

The FutureGen Alliance was formed to develop an environmentally-friendly coal plant as a joint venture
with the Department of Energy. As costs rose, the Department of Energy decided to withdraw
participation from the FutureGen project. This withdrawal happened quickly and without prior
knowledge from the FutureGen Alliance. The DOE also withheld the official “Record of Decision,”
which would have allowed FutureGen to begin construction. In the end, what message should FutureGen
CEO Michael Mudd take back to his consortium of investors? 10 pp. Case #08-13. (2008)

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)

A series of controversies and market reversals begin to affect one of the world’s largest
pharmaceutical firms. As share price tumbles and market share erodes, CEO J. P. Garnier is
awarded a very large compensation package early in 2003. Shareholders revolt, voting down the
executive compensation package, and threaten to take down the management team. GSK
Chairman Lord Christopher Hogg and Communications VP Jennie Younger must decide how to
proceed in the face of mounting criticism and public outrage. 13 pp. Case #04-02. (2004)

On January 25, 2006, the leading U.S. internet search engine Google, Inc. announced that it
would be locating a new server inside China in order to provide Chinese citizens with their own
portal, Google.cn. Locating the server inside China would allow for faster service than the
Chinese version of the U.S. site was able to provide, and would give Google a greater chance at
capturing China’s estimated 111 million regular internet users. Locating the server in China also
meant that the company had agreed to censor its search results in compliance with the laws of the
Chinese government. The U.S. media and several human rights groups brought the issue to the
public’s attention, and Google’s reputation and share price were severely damaged. The
company now faces the challenge of rebuilding its reputation and balancing its idyllic corporate
philosophy with the need to grow and capture market share. 19 pp. Case #06-10. (2006)

Since deciding to go public, Google’s once lauded unique and innovative culture has become problematic for the former internet start-up. Unorthodox management practices, lack of corporate governance, increased competition, and regulatory issues hobbled Google’s IPO and continue to plague the company. Additionally, Google’s policy of secrecy leaves its stakeholders with no guidance as to future plans to confront their concerns. Despite its rising stock price since going public, these problems cast doubt on Google’s future business viability. CEO Dr. Eric E. Schmidt and Corporate Marketing VP Cindy McCaffrey must decide how to proceed in the face of mounting criticism and lurking competition. 10 pp. Case #05-03. (2005)

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)

Hewlett Packard CEO Carly Fiorina is fighting the families of the founding members of HP
regarding a proposed merger between HP and Compaq. Fiorina sees the merger as the only way
to stay competitive in the technology market and compete with IBM. Walter Hewlett, board
member and son of founder William Hewlett, believes the merger is risky and further exposes the
company to the highly commoditized personal computer market. Fiorina must convince
shareholders about her vision for HP in order to win the proxy vote. (A) Case, 11 pp. (B) Case, 3
pp. Case #02-10. (2002)

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

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 June 1998, secretive hedge fund LTC suffered substantial losses when its value dropped
10.1%. The fund’s prior success had been too good to be true, and now the sudden loss in value
sent serious warning signs to Wall Street and financial markets around the world. Derivative
instruments used by LTC, in combination with Russian loan defaults and troubled Asian markets,
brought the fund into a crisis mode. The question of who would bail out the fund and at what
expense became a burning controversy for LTC and its investors. 8 pp. Case #00-15. (2000)

Lucent Technologies, introduced to the market in 1996 as a spinoff of AT&T, was faced with
restructuring problems of its own by the autumn of 2000. As a major player in optical, data, and
wireless networking, along with operations in web-based enterprise solutions, communications
software, and network design and consulting services, Lucent Technologies executives viewed
their Enterprise Network Group as a candidate for divestiture. How could they spin off the
business and sustain the brand identity already established for the unit? What communication
alliances would they need? Would Wall Street punish or praise such a move? How would their
primary business partners react? How could they prepare for such a move and still retain
confidentiality? 5 pp. Case # 01-01. (2001)

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)

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 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)

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)

Bhagwangar Dhanishtha Kika; Smith, Matthew R.; and O’Rourke, J. S. (Editor)
Clinical tests showed cholesterol drug Vytorin® was not living up to the claims of the producers,
Schering-Plough and Merck. Consumers could receive a virtually equivalent drug for one-third
of the cost. The problem facing Schering-Plough was to find the best methods to reach its
stakeholders and ensure them that their concerns will be addressed in a timely and effective
manner. This case has health, financial, and legal ramifications for stakeholders. 11 pp. Case
#08-11. (2008)

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)

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)

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)

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)

Barry Sternlicht is leading the launch of a new, upscale lodging brand: W Hotels. The brand will
combine the reliability of large hotel chains with the unique style of independent boutique hotels.
The W brand targets young business travelers, but brand managers recognize many other
audiences they must reach for the new venture to succeed. Sternlicht understands that he needs to
do more than sell hotel rooms; he must send a message to consumers and financial analysts alike.
9 pp. Case #01-09. (2001)

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)

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.

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)

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.

Dollar General Corporation: Brand Image, Food Deserts, and Growth Chan, R.; Ottolino, N.; and O’Rourke, J. S. (editor)

This case examines attempts to unionize Dollar General Corporation, an important and growing

U.S. retailer. Workers’ attempts to form a collective bargaining unit have encountered substantial opposition, stemming from the company’s antipathy to unions, offering low hourly wages, and engaging in what some see as unfair labor practices. Recent organizing initiatives, however, point to a potential change in the labor market. 20 pp. Case #23-01 (2023)

Keywords: Employee Relations, Conflict Management, Retail Sales, Employment Ethics, Investor Relations, Unionization

Microsoft Corporation: Open AI and ChatGPT in the Workplace Chauhan, V.; Hough, P.; Lomeli, J.; and O’Rourke, J. S. (editor)

This business school case study explores Microsoft Corporation’s investment in a start-up called OpenAI, along with the potential impact of Artificial Intelligence on the company’s operations and future products. The case examines the actions of Microsoft’s competitors in the AI space and the regulatory environment, highlighting the importance of AI development in the 21^st century. 16 pp. Case # 23-04 (2023)

Keywords: Microsoft Corporation, OpenAI, ChatGPT, Generative Pre-Trained Transformers, Artificial Intelligence, Discriminative Fine-Tuning, Disinformation, Hallucinations, AI Algorithms,