In 2013, Immigration and Customs Enforcement raided 14 7-Eleven stores that subjected about 50 undocumented immigrants to negligent human rights violations. In 2018, ICE conducted a raid of separately owned franchises that resulted in 21 additional arrests. The franchises were held liable. How can tension be resolved between franchises and the parent company? 9 pp. Case #19-01 (2019)

America’s second-largest retailer tries to bolster profits in its credit card division by aggressively
pursuing delinquent customers. Unknown to CEO Arthur Martinez and his senior team at Sears
is the company’s action against more than half-a-million credit card holders who had filed for –
and been granted – protection in bankruptcy court. Martinez ponders what to do as Federal
attorneys file criminal charges against the company. 4 pp. Case #00-05. (2000)

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)

In November of 2005, just prior to the Christmas shopping season, the Pro-Life Action League and the
American Family Association announced a boycott of the popular doll line American Girl®, citing outrage
at American Girl’s® charitable support of Girls, Inc., which they accuse of supporting abortion and
promoting lesbianism. The two special interest groups staged the boycott after failed attempts during the
month preceding it to influence American Girl® to cut the “I CAN” promotion. The groups felt that the
company would respond to the challenge of the campaign because they claimed to be representative of the
primary consumer segments of the American Girl® dolls, with which they historically held shared family
values. The boycott lasted through the Christmas season, and the “I CAN” promotion ended the day after
Christmas, as scheduled. 6 pp. Case #06-15 (2006)