Arnold, HR head of ERGOS India, faces a difficult decision when an employee, Swati, is asked to resign due to a discrepancy in her background verification (BGV) and her inability to submit a document proving her past employment. The account team, which serves one of the company’s most valuable clients, wants to retain Swati at any cost due to her impressive performance and a sudden talent crunch. However, the company takes BGV concerns seriously as it poses a compliance issue and a potential ethics code violation. The evidence against Swati is substantive but not conclusive, and there are potential privacy breaches involving her private income tax information. In deciding the case, Arnold must weigh legal, diversity, privacy and inter-team conflict concerns to balance ethics compliance and immediate business needs.

This case focuses on Mustard Sneakers, a design and boutique founded and co-owned by Nida Karnkorkul who has a background in design and a passion for simple, comfortable streetwear. The case describes Nida’s journey from conceiving the Mustard Sneakers brand, acquiring resources and strategic partnerships for the sneakers to be produced, distributed, and marketed mainly within Thailand; up to its established product offerings that had (1) expanded to tees; caps; socks; tote bags, (2) gained presence in third-party online retail platforms, and (3) were ordered by consumers within the Asia region by mid 2022. Coinciding with those company outcomes, the case also describes, in body text and in several exhibits, the nature of competition and recent demand of sneakers/athleisure footwear globally and in selected markets, particularly Thailand during the COVID19 pandemic. By May 2022, the Thailand government had announced its intentions to relax COVID19 restrictions and return to ‘normal’ effective 1 July 2022. As such, as indicated in the title, this case can be used to engage students in analyzing and discussing the growth/expansion opportunities that Nida can consider, which growth/expansion opportunities should be seized, and how a corresponding strategy and action plan could be implemented.

Asian Case Research JournalVol. 26, No. 01, pp. iii-viii (2022) Free AccessCase and Perspective Summarieshttps://doi.org/10.1142/S021892752297001XCited by:0 Next AboutSectionsPDF/EPUB ToolsAdd to favoritesDownload CitationsTrack CitationsRecommend to Library ShareShare onFacebookTwitterLinked InRedditEmail Remember to check out the Most Cited Articles! Check out our Popular Science Titles today! Includes all-time bestsellers and new releases. FiguresReferencesRelatedDetails Recommended Vol. 26, No. 01 Metrics History PDF download

Anandam Vana Retreat endeavor is to unravel the hidden potential of its guests through yoga, meditation and ayurvedic health farms. The Anandam Vana Mission Statement To meet the competition and increase sales, Sunaina was considering whether to adopt a loyalty rewards program and shared her idea with management. The house was divided on proposal and had mixed reactions to the idea, some supporting the idea, while others were philosophically opposed to the idea of special treatment to certain privileged guests. Incase Anandam group adopts the reward program, it will be immensely complex to structure it. What sorts of rewards should the firm offer? Who should qualify? What sorts of partnerships should the group form? Sunaina needs to find ways to improve the financial wellness of the resort and help counter the mounting competition.

This case stars Long Wan, chairman and CEO of Shuanghui International (Shuanghui), as he works through the postmerger integration of the newly acquired US-based Smithfield Foods (Smithfield). Wan must address many potential hurdles as he sought to integrate two very different companies, on two different continents, separated by a world of cultural and political differences. With its headquarters in rural Virginia and its folksy southern American history, was integration with a formerly state-owned Chinese meat processor possible? On a strictly practical note, how could he best help the two companies realize their production and capacity synergies and unlock their joint value as harmoniously as possible? Excerpt UVA-S-0330 Jul. 23, 2020 A Pig in a Poke? Shuanghui's Acquisition of Smithfield It was September 24, 2013. Long Wan, chairman and CEO of Shuanghui International (Shuanghui), China's largest pork processor, was turning 73 years old. But Wan wasn't having a birthday party. He was too busy attending to the details of a different momentous occasion: Shuanghui's USD7.08billion acquisition of US-based Smithfield Foods (Smithfield), one of the world's largest integrated pork production, processing, and packing companies. Wan had outbid other potential buyers in the international pork industry, including the better-known Brazil-based JBS S.A. and Thailand-based Charoen Pokphand Foods, by paying a 30.9% premium over Smithfield's trading price as of May 28, 2013. To fund the acquisition, Shuanghui had borrowed USD4billion from more than 10 foreign banks. (Notably, no domestic Chinese banks were among the lenders.) The acquisition had also been subject to a rigorous and lengthy approval process by the Committee on Foreign Investment in the United States (CFIUS), which had closely examined national food security concerns and considered the potential for fear on the part of US consumers about the takeover of an iconic American brand by an unknown Chinese entity. Before the deal, Wan and his team's due diligence had revealed Smithfield's existing strengths and rich promise. For the year ended December 31, 2012, Smithfield had revenues of more than USD13billion and net income of USD361million—a decline from the previous year's revenues of USD12.2billion and net income of USD521million (Exhibit1). But the company had recovered from the massive losses it had suffered as a result of the 2008–09 global economic downturn (2009 and 2010 net income was −USD198.4million and −USD101.4million, respectively), and Smithfield retained its reputation as a purveyor of reliably high-quality meat. Given China's growing appetite for pork (Exhibit2), and the long-term flatness in America's pork consumption (Exhibit3), Wan postulated that excess US production could be exported to meet the demands of the Chinese market (Exhibit4). . . .