Although more consumers are answering questions about where they purchased merchandise in the United States with "I got it at Wal-Mart," the retail behemoth has questions it needs answered about the current, international issues it faces. Where, when, and how can it use its capabilities in other countries? And how can capabilities and knowledge developed in one part of the globe be used in North America, South America, Asia, and Europe to repeat its success? The case provides a strategic analysis of the problems of international expansion as Wal-Mart dreams of hearing the I-got-it-at-Wal-Mart answer spoken in many languages.

This is a revised and shortened case that revisits similar questions addressed in the "A" case after the situation has evolved for two more years.

Star India, a subsidiary of Murdoch's New Corporation, and the leading TV network in India, is considering whether to acquire (or continue its arms-length relationship) with one of its major content providers, Balaji Telefilms. The case provides information on the industry context, regulatory environment, key competitors, and the Indian TV market. The case is a good vehicle to discuss value chain concepts and understand the relative strategic positions of different players within a value chain. The case also provides a good introduction to one of the largest television markets in the world.

After more than 40 years of focus on a single related technology platform, XYZ Corp. had begun trying to foster an entrepreneurial climate within the organization. Its goal? To develop vibrant new ventures through a program called "Growing Green Businesses." As XYZ's main product lines were becoming commoditized and several billion dollars in free cash flow became available, the timing seemed right for this new initiative. Yet efforts thus far have failed to create a robust portfolio of new businesses. How can management transform a highly successful, but large and somewhat reluctant Fortune 500 into a truly entrepreneurial firm?

Successful McDonald's executive Pedro Medina recounts his transformation from business leader to social entrepreneur. After bringing the McDonald's brand to his native Colombia, Medina develops and promotes Yo Creo en Colombia (I Believe in Colombia), a grassroots initiative that empowers Colombians to take pride in their country's achievements and resources and leverage its assets into building a just and competitive nation. As the impact of his vision grows and the volume of his speaking engagements increases, Medina must choose between his lucrative corporate career and his fledgling national-empowerment venture. His new role could both fulfill his life's passion and positively affect his country. But at what personal cost? The case prompts students to examine the role of entrepreneurship in creating value and solving social problems. It forces students to buck the stereotype that entrepreneurship is all about creating a for-profit venture. It also demonstrates that the processes of entrepreneurship are the same for both for-profits and social enterprises.

Until recently, SimpleTel had been a star performer in the telecom industry, and the CEO had been a darling of the analyst community. Several years back, SimpleTel's found itself in a situation where customers were migrating to smaller, local telecom providers to avoid the congestion on SimpleTel's network. At that point, SimpleTel's leadership had decided to invest heavily in expanding network capacity. But now the company was left with a huge amount of unutilized capacity. That, along with debt obligations related to the massive investments in capacity, and lack of demand was threatening to push SimpleTel to the verge of bankruptcy. The previously celebrated CEO had fallen out of favor and shareholders were baying for his blood. He was forced to make an unceremonious departure, and the search for a savior had begun. Today, the compensation committee was due to deliberate on the compensation package for SimpleTel's new chief executive.

The case presents the challenges of trying to get a highly successful company to embrace entrepreneurship and innovation. Peter Hake has been recently appointed vice president in charge of developing the new business side of the company. Hake has a support staff of five managers reporting to him, and their collective responsibility is to promote entrepreneurship within Intel. Hake saw his central mission as creating a robust portfolio of new initiatives within the organization. After taking the job, Hake and his team have tried valiantly to encourage the young talent in Intel, both engineers and managers, to take some risks and to pursue promising new technologies and businesses. After a year of such activities, their efforts have not shown good results. The case challenges students to think about the conditions necessary for creating a vibrant entrepreneurial culture and climate within a large firm. Ideal for use in courses on: Innovation, Entrepreneurship, Corporate Venturing, Strategy.

How does a large corporation rethink and transform itself in an increasingly competitive environment? This corporate strategy case shows how Pepsico stopped worrying about competing with Coca-Cola, figured out what its real business was, and decided how to build its future. A new CEO wants to grow PepsiCo into a major global corporation by figuring out what it is good at, where its markets are strongest, and how to achieve growth through innovation and corporate transformation. Redefining itself as a beverage and snack business, PepsiCo sheds the restaurant business and acquires Quaker Oats and Tropicana. Then, by rethinking the synergistic relationship between the complementary, combined strengths (technological expertise in nutrition, flavor, etc., packaging, and distribution) of the merged companies, strategizes to develop innovative products that will compete in a changing demographic, cultural, and geographical world. Will this strategy work in an increasingly competitive environment?

The case chronicles the development of Lumni, Inc., an international start-up offering innovative mechanisms for financing higher education. It focuses on: the details of decision making required to transform an idea into a viable business; building partnerships; the challenge associated with raising venture capital; and the challenges of creating a new market where human capital can be traded to finance higher education.

What are the differences between being a good tactical leader and being a good strategic leader? As he nears retirement, Robert Lincoln muses about his successor at Lincoln Industries. The case describes the backgrounds of four potential successors, all of whom are tactically astute and very competent general managers. Lincoln realizes that the company is at a crossroads and wonders what it would take for his potential successors to graduate from being good tactical leaders to effective strategic leaders.

How does a large corporation rethink and transform itself in an increasingly competitive environment? This corporate strategy case shows how Pepsico stopped worrying about competing with Coca-Cola, figured out what its real business was, and decided how to build its future. A new CEO wants to grow PepsiCo into a major global corporation by figuring out what it is good at, where its markets are strongest, and how to achieve growth through innovation and corporate transformation. Redefining itself as a beverage and snack business, PepsiCo sheds the restaurant business and acquires Quaker Oats and Tropicana. Then, by rethinking the synergistic relationship between the complementary, combined strengths (technological expertise in nutrition, flavor, etc., packaging, and distribution) of the merged companies, strategizes to develop innovative products that will compete in a changing demographic, cultural, and geographical world. Will this strategy work in an increasingly competitive environment?