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 August 15, 2015, The New York Times published the results of an investigation, entitled “Inside Amazon: Wrestling Big Ideas in a Bruising Workplace.” The article denounced a brutal working culture at Amazon.com. Having consistently outperformed its competitors, Amazon is now recognized as the most valuable retailer in the United States, enjoying the biggest market capitalization in its industry. Against the backgrounds of Amazon’s impressive business expansion, this case examines the relationship between a growing social discontent toward Amazon and an aggressive corporate culture long favored by the company. 20 pp. (2015)

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)

After the successful 2010 launch of Apple’s iPhone 4, complaints of dropped calls and reduced
signal began to pour in from major tech blogs. Apple’s initial response was to deny it had a
hardware issue. Soon after, Consumer Reports released a review that labeled the device “Not
Recommended.” How can Apple address the problem while being forced to backtrack on several
communications missteps? (A Case, 9 pp; B Case, 3 pp) Case # 10-08 (2010)

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.

This case study focuses on Raelyn Campbell, a former Best Buy customer, who is suing the company for $54 million. Campbell states Best Buy lost her laptop - while being serviced for repairs - and tried to cover up its disappearance for more than five months. Additionally, Best Buy failed to address her concerns about identity theft when she acknowledged that years worth of tax returns were still on the missing laptop. The company must now decide how it will manage its image in response to this allegation and devise a communication strategy to further address customer concerns and privacy issues. 14 pp. Case #09-01. (2009)

As Carat USA was in the process of implementing a restructuring plan, a top HR executive accidentally forwarded the communication plan to the entire company via e-mail. The confidential document included the firm’s messages to employees, clients, vendors and other stakeholders. How can Carat USA recover from the mistake and restore its reputation? (A) Case, 7 pp. (B) Case, 2 pp. Case #09-07. (2009)

On September 27, 2004, ChoicePoint, a company that stores and sells critical personal
information, discovered possible fraudulent activity within its network of databases. On further
investigation, ChoicePoint security officials realized that they may have allowed identity thieves
in Los Angeles, who acted as legitimate business clients, to access more than 110.000 people’s
personal information. CEO Derek Smith and Communications Chief James Lee are faced with
explaining the loss to clients, the press, the public, and those who may have been compromised.
They also face the daunting task of restoring confidence in the company. (A) Case, 7 pp. (B)
Case, 6 pp. Case #06-07. (2006)

After deeming Dell’s customer service unsatisfactory, Jeff Jarvis, a well-known Internet blogger, posted an extremely critical open letter to the company’s CEO. Within a matter of days, Dell had a full-blown crisis on its hands and was forced to reconsider how to deal with emerging technological platforms used by customers to communicate information and opinions. (A) Case, 6 pp. (B) Case, 3 pp. Case #09-02. (2009)

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)

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)

DoubleClick, an online advertising solutions company, purchased Abacus Direct, a marketer of
consumer purchase data, with the intent of combining the companies’ databases. DoubleClick
came under fire when privacy rights groups and the public feared their privacy would be
compromised by combining the databases and the technology itself. DoubleClick was forced to
implement a privacy plan to demonstrate its commitment to its customers’ satisfaction. (A) Case,
6 pp. (B) Case, 1 p. Case #00-30. (2000)

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)

In November 2007, Facebook introduced Beacon, a feature designed to share a user’s online activities
with friends. With concerns for their privacy, outraged Facebook users began expressing their negative
feelings about Beacon. The feature soon become a privacy nightmare for the public, instead of the
beneficial addition Facebook envisioned it to be. Now the company is left wondering how to handle its
mistakes while maintaining a delicate balance between revenue growth and user privacy. 8 pp. Case
#08-07. (2008)

In 2014, the National Academy of Sciences published a study about an emotional contagion experiment that Facebook conducted on almost 700,000 of its members. Unbeknownst to test subjects, Facebook manipulated the newsfeeds certain members received and studied their reactions. This led to media coverage that called into question Facebook's ethics and corporate procedures. This case examines media and network user backlash to the experiment, and looks at Facebook’s policy on behavioral studies. 8 pp. Case #16-02. (2015)

In July 2018, Mark Zuckerberg landed Facebook at the center of another political firestorm when he appeared to defend users wishing to post content that denied the Holocaust. This case examines Facebook’s rise, its influential role in society, and the potential ramifications of this latest controversy. 7 pp. Case #19-04 (2019)

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)

Global Genes, a leading patient advocacy organization supporting the global rare disease community, must plan for the launch and marketing of RAREX, a new patient driven data collection and global data repository initiative. This rare disease moonshot is the first of it’s kind. Its success is contingent upon the collaboration of various stakeholder groups and will require strategic communicative efforts to properly deliver the proposal. 13 pp. Case #19-05 (2019)

Street View is a new Google application giving 360 degree panoramic views of select U.S. cities. The
media and Google users have voiced concerns about the images displayed on Street View. Google must
continue to develop new and innovative products to increase its user base without over stepping the
boundaries of individual privacy and security. 8 pp. Case #08-03. (2008). Revised: 2009.

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)

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)

For five years Mark Hurd has enjoyed dramatic success as the CEO of Hewlett Packard, turning the company’s PC division around and getting the company back in the black through aggressive cost-cutting, including the elimination of 14,500 jobs. However, employee morale is through the floor and there may be high turnover costs down the road. When Hurd is accused of sexual harassment by a female contractor, and her attorney is the high-profile feminist Gloria Allred, H-P’s Board of Directors has a very difficult decision to make. Should the board use the sexual harassment accusation as an excuse to oust the wildly successful – but unpopular – CEO? (A) Case: 9 pp.; (B) Case: 4 pp. Case #10-13
 

In September of 2006, Hewlett-Packard Company submitted a filing to the Securities and Exchange
Commission revealing boardroom intrigue and a corporate spy scandal. Responding to information leaks
from within the board of directors, board chairwoman Patricia Dunn had authorized an internal
investigation using illegal investigation techniques to gain access to the confidential phone records of
board members and several news media reporters. Hewlett-Packard, once a well-respected technology
corporation, now faces chaos in its boardroom, challenges to its ethical values, and various government
investigations. As the company picks up the pieces, it must find a way to restore customer and employee
confidence in its commitment to security and the right to privacy. 12 pp. Case #06-19. (2006)

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)

The world’s computer chip technology leader is faced with the dilemma of consumer privacy
versus the rapidly changing technology the company has developed. The Pentium III chip has the
capability of releasing a PSN which will provide information on users who access Internet web
sites. Intel proposes that the technology provides increased consumer security while privacy
advocacy groups claim there will be a loss of privacy and worse consumer information could be
shared with other companies. 5 pp. Case #00-09. (2000)

A New York Times author unearths evidence of deceptive search engine optimization tactics
linked to JCPenney.com. Google reacts by burying JCPenney’s search ranking as JCPenney
denied any knowledge of foul play. Millions will read the The New York Times article detailing
the controversy as J. C. Penney Company must determine how to protect its reputation and
minimize any impact on internet sales. 7 pp. Case #11-10 (2011)

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)

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)

The Recording Industry Association of America (RIAA) insists that Napster, computer software
that allows users to download music for free, is an opportunity for large-scale piracy of its
members’ music. As Napster faces charges of copyright violations, clients face losing the benefit
of free music. The U. S. government is trying to keep pace with new technology, and the results
of the Napster case may set several important legal precedents. Napster must decide where to
form alliances, how to maximize the support of consumers, and how to continue to develop
strategies for long-term success above and beyond this ruling. 20 pp. Case #01-05. (2001)

Salesforce.com is the leading company in the Software-as-a-Service Customer Relationship Management industry. On January 6, 2009, the company faced its most significant disruption in its history: more than 177 million business transactions were suspended. In addition, Salesforce’s service status dashboard was down, leaving its users completely in the dark. While the company remained silent regarding the cause of the outage, customers became increasingly frustrated. (A) Case, 8 pp. (B) Case, 1 p. Case #09-10. (2009)

Samsung Electronics Company, Ltd. experienced the most serious business problem in its history following reports that lithium ion batteries in the company’s Galaxy Note 7 smartphone were exploding and catching fire in 2016. This case examines technical malfunctions associated with the product failure, as well as Samsung’s and the mobile industry’s reaction to the crisis. This case further explores the financial and brand reputation damage to Samsung Electronics, along with other contemporary issues that affected the South Korean industrial giant. 10 pp. Case #17-10. (2017).

On August 24, 2012, a jury in the U.S. District Court for the Northern District of California found that Samsung mobile devices infringed six Apple patents, awarding Apple $1.05 billion in damages. The lawsuit was a battle of the largest smartphone manufacturer, Samsung, and the world’s largest company, Apple. Samsung must decide what actions they should take in response to the outcome reached by the jurors. Decisions at hand include trial proceedings, public communications, and research and development philosophy changes. 13 pp. Case #12-12 (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)

On October 31, 2005, computer programmer Mark Russinovich wrote in his online blog that
listening to his new Sony BMG CD on his computer had turned into more of a trick than treat.
Russinovich discovered that the anti-piracy software on his Sony CD had installed a hidden
program that made his computer vulnerable to potential viruses. Within hours, Russinovich’s
article became a hot topic across the web. Hundreds of other sites linked to his blog and the
security hole created by Sony’s software became a headline in major U.S. and British
newspapers. Sony BMG initially rejected the uproar against the software as technobabble, and
the digital rights management issue quickly turned into a public relations and legal nightmare.
Since CD copy protection is still an experiment in progress, Sony must balance its desire to
protect its intellectual property with consumer rights concerns. 10 pp. Case #06-12. (2006)

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)

A father complains about pregnancy related coupons addressed to his teenage daughter. Target’s predictive analytics had determined his daughter was pregnant and targeted her as a customer before she broke the news to her father. Target must react in the face of a largely publicized article about the incident. 12 pp. (Case # 13-02)

On December 18, 2013, a specialty blog site released an article alleging that Target had fallen victim to a serious data breach, exposing forty million customers’ credit card information. This case explores the circumstances leading up to the breach and how Target will manage its reputation in the aftermath. 8 pp. (Case 14-01)

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)

Few companies have come to dominate a market segment the way Dell Computer Corporation
has made its imprint on desktop and notebook computers. While growing revenues from $6 in
1985 to $33.7 billion in 2002, Michael Dell could never completely shake the sensation that he
and his business partners had yet to “define their soul.” What he wanted, more than growth or
innovation, was a statement of corporate philosophy that would define for the world who Dell
Computers was and would hope to become. This case explores the process by which Michael
Dell and Kevin Rollins, his president and COO, would draft and communicate their values. 7 pp.
Case #03-04. (2003)

After an extensive study, Xerox decided to undergo a rebranding. After unveiling a new logo, the
challenge is to A) roll out the new logo, B) change perception that Xerox only makes copiers, and C)
demonstrate that the rebranding was worth the multimillion dollar investment. 8 pp. Case #08-12. (2008)

Marissa Mayer’s decision to end Yahoo’s work from home program sparks a firestorm of media scrutiny. Yahoo, whose business it is to connect people over the Internet, finds itself at the center of a nationwide debate on workplace flexibility – even though Mayer never intended to make a broad industry statement about working from home. This case examines communication efforts to contain the conflict, and it may spark lively debate over where and when worker productivity and creativity are most likely to occur. (12 pp.) Case #13-07.

YouTube, the most popular Internet-based video-sharing platform, offers prolific content creators an opportunity to monetize videos for advertising revenue. While YouTube has published policies regarding what content is permissible, recent controversial videos have advertisers abandoning from the platform. YouTube must decide whose interests to prioritize: its content creators, viewers, or advertisers. 14 pp. Case #18-07. (2018)

After a terrorist attack at the Pensacola Naval Air Station, Apple received immense public pressure to comply with the FBI’s request to assist in unlocking the encrypted iPhone of the attacker. Apple’s evolving technology will open the company up to further concerns about user privacy that will need to be addressed. 10 pp. Case #20-03

For $500 million annually, Facebook contracts Accenture PLC to moderate content that violates its Terms of Service and is not caught by artificial intelligence. The graphic nature of the content has led to mental health issues for content moderators, as well as multi-million-dollar lawsuits, leading Accenture managers to reconsider the value of the Facebook contract. 11 pp. Case #21- 06 (2021)

Electric automaker Tesla’s Autopilot technology aims to make driving safer and more convenient. Consumer misuse, however, and numerous vehicle collisions contradict Tesla’s goal. As Tesla continues to release new Autopilot updates to the public, concerns regarding the system remain. How should Tesla proceed with respect to consumer safety, consumer perceptions, and its beta testing model? 17 pp. Case #21-11 (2021)

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,